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Good practices of initiative:
ESP: Proyecto Mejoramiento y Ampliación de los Servicios Públicos para el Desarrollo Productivo Local en los Ámbitos de la Sierra y Selva del Perú
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 |
|---|---|---|---|---|
| UN: Sustainable Development Goals | The project's logical framework indicators are explicitly linked to four SDGs: SDG 1 (end poverty, through increased income and assets of small producers), SDG 2 (zero hunger, through improvements in food security and agricultural productivity), SDG 8 (decent work and economic growth, through strengthening inclusive rural businesses) and SDG 13 (climate action, through adaptation to climate change in agricultural value chains). | Global | World (aggregate) | Link |
| Peru: Law No. 31071 State Purchases of Food of Origin in Family Agriculture | The project actively coordinates its implementation with Law No. 31071, supporting: (i) the formalization of producer organizations in the Register of Agricultural Producers; (ii) support for 16 local governments with public procurement committees for family farming (COMPRAGRO); and (iii) the certification of 259 organizations as "Family Farming of Peru", an enabling requirement to access the simplified purchasing mechanism established by this law. | 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| Total number of people receiving services promoted or supported by the project | Quantify the total number of small agricultural producers who access the financial and non-financial services promoted or supported by the project in Amazonas, Ancash, Cajamarca, Lima and San Martín | Effectiveness | Number of people | 01-01-2020 | 0 | 17400 | 01-10-2024 | 19988 | 115 | Link |
| Women trained in organizational and community leadership | Quantify the number of women participating in leadership training processes within the framework of the Gender and Youth Strategy (EGJ) | Effectiveness | Number of women | 01-01-2020 | 0 | 350 | 01-10-2024 | 532 | 152 | Link |
| Business Plans and Organizational Strengthening Plans implemented | Number of Business Plans and Organizational Strengthening Plans effectively implemented in small producer organizations | Effectiveness | Number of plans | 01-01-2020 | 0 | 1200 | 01-10-2024 | 1188 | 99 | Link |
| Rural producer organizations that have entered into formal agreements or contracts with public or private entities | Number of rural producer organizations that have signed formal agreements, contracts or alliances with public or private actors for the marketing of their products or the receipt of support services | Effectiveness | Number of organizations | 01-01-2020 | 0 | 712 | 01-10-2024 | 797 | 112 | Link |
| Organizations of small agricultural producers that improve their association and business management | It measures the number of organizations that achieve verifiable improvements in their level of association and business management capabilities, according to the Organizational Development Index applied by the project | Effectiveness | Number of organizations | 01-01-2020 | 0 | 1160 | 01-10-2024 | 1224 | 105 | Link |
| Organized small agricultural producers will have seen their resilience strengthened by 20% or more | Number of organized small producers who achieve an increase equal to or greater than 20% in their resilience index to climate and economic risks compared to the baseline | Effectiveness | Number of producers | 01-01-2020 | 0 | 10440 | 01-10-2024 | 4776 | 45 | 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| Active Credit and Savings Unions (UNICAS) | Quantify the number of UNICAS in operation, promoted with project support as a mechanism for financial inclusion and collective savings for small rural producers, aimed at guaranteeing access to financial services beyond the duration of the project | Sustainability | Number of unions | 2020-01-01 | 0 | 100 | 120 | It complies | Link | |
| Active Revolving Funds (FORES) | Quantify the number of revolving funds in operation, established with project support to facilitate access to productive financing in self-managed rural small producer organizations | Sustainability | Number of funds | 2020-01-01 | 0 | 100 | 102 | It complies | Link | |
| Formalized public-private-production partnerships | Quantify the number of alliances under the 4P scheme formalized between producer organizations, private entities and governments, aimed at strengthening value chains and the sustained opening of markets for the supported organizations. | Sustainability | Number of alliances | 2020-01-01 | 0 | 4 | 6 | It complies | Link | |
| Partnerships for product certification with specialized markets | It quantifies the number of alliances formalized with institutions to obtain sustainability, safety or quality certifications for the products of the supported organizations. | Sustainability | Number of alliances | 2020-01-01 | 0 | 1 | 5 | It complies | Link | |
| Municipal markets established for the marketing of producer organizations | It quantifies the number of municipal markets enabled as permanent marketing spaces for supported producer organizations, in coordination with local governments and legislation. | Sustainability | Number of markets | 2020-01-01 | 0 | 5 | 7 | 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 |
|---|---|---|
| Incorporation of climate emergency response mechanisms into the design of rural development projects | The occurrence of extreme weather events affected three Business Plans in Amazonas and San Martín, causing losses of productive assets. The project design, developed before the pandemic, did not include specific response mechanisms for these events. For future rural development interventions, it is recommended that the following be incorporated from the design stage: (i) a component or subcomponent for responding to emergencies and natural disasters; and (ii) a contingency fund within the Business Plans, sized according to the organizational and financial capacities of each producer organization, to address losses due to extreme weather events. | Link |
| Hiring social inclusion specialists at the territorial level as a structural condition for mainstreaming the gender approach | The hiring of social inclusion specialists in each Zonal Office, a measure not included in the original design, proved to be a determining factor in the effective mainstreaming of the gender and intercultural approach across all project components. This decision facilitated the implementation of the Gender and Youth Strategy (EGJ), recognized by AgroRural as a replicable model with the potential for institutionalization. | Link |
| The monitoring and evaluation system as planned public asset for institutional transfer | The Project Monitoring and Evaluation Information System (SISEP) has transcended its function as an internal management tool to become a public asset: universities, municipalities, and government entities use it to develop territorial diagnoses, scientific studies, and public investment profiles. This experience indicates that: (i) M&E systems should be designed with a focus on openness and public use from the project's inception; (ii) it is necessary to identify strategic institutions during implementation to guarantee its operational continuity after closure; and (iii) the transfer of the system should be planned well in advance to preserve the generated data. | Link |
| Linking subsistence economy programs and productive development projects as a graduation and productive inclusion strategy | The collaboration between the project and FONCODES allowed for the validation of a graduation model through which households with subsistence economies transition to small producer organizations with the capacity for autonomous income generation. This programmatic integration between social protection interventions and productive development projects can generate significant synergies in graduation and inclusion, provided that both interventions are strategically planned from the design stage, establishing clear selection criteria and gradual graduation pathways. | Link |