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Good practices of initiative:
Sustainable Rural Development Programme for the Northern Region
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 |
|---|---|---|---|---|
| K atún National Development Plan: Our Guatemala 2032 | The Sustainable Rural Development Programme for the Northern Region of Guatemala contributes to the objectives of the K'atun National Development Plan: Our Guatemala 2032 by promoting sustainable rural development, reducing poverty, and strengthening the productive capacities of rural populations. The initiative supports investments aimed at improving productivity, expanding economic opportunities, fostering social inclusion, and strengthening territorial development, in line with the national priorities established to improve the living conditions of rural communities. | National | Guatemala | Link |
| Approval of Financing for the Sustainable Rural Development Programme for the Northern Region | Decree 29-2011 provides the legal and financial framework that enabled the implementation of the Sustainable Rural Development Programme for the Northern Region of Guatemala. Through this instrument, the Congress of the Republic approved the negotiations and authorized the execution of loan agreements with the International Fund for Agricultural Development and the OPEC Fund for International Development, specifically intended to finance PRODENORTE. The initiative therefore gives practical effect to the framework’s objectives by implementing actions aimed at reducing rural poverty, strengthening socioeconomic development, increasing and diversifying production, and promoting the inclusion of Indigenous and non-Indigenous rural populations with gender equality and environmental sustainability. | National | Guatemala | 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| People receiving services promoted or supported by the Programme | Measures the total number of people who received services, technical assistance, training, productive support, financial inclusion, organisational strengthening, or other interventions promoted by the Programme. | Results | People | 17-12-2008 | 0 | 50 | 31-08-2019 | 51.356 | 102.71 | Link |
| Number of women receiving services promoted or supported by the Programme | Measures the total number of women who received services, technical assistance, training, productive support, financial inclusion, organisational strengthening, or other interventions promoted by the Programme. | Results | People | 17-12-2008 | 0 | 25000 | 31-08-2019 | 26346 | 105.38 | Link |
| Number of men receiving services promoted or supported by the Programme | Measures the total number of men who received services, technical assistance, training, productive support, financial inclusion, organisational strengthening, or other interventions promoted by the Programme. | Results | People | 17-12-2008 | 0 | 25000 | 31-08-2019 | 25010 | 100.04 | Link |
| Number of households reached | Measures the total number of households that received services or benefited from interventions promoted by the Programme. | Results | Households | 17-12-2008 | 0 | 50000 | 31-08-2019 | 46033 | 92.07 | Link |
| Estimated total number of household members | Measures the estimated total number of household members who benefited indirectly from the interventions promoted by the Programme through the households reached. | Results | People | 17-12-2008 | 0 | 250000 | 31-08-2019 | 230168 | 92.07 | Link |
| Rural microenterprises (associations, committees, cooperatives and other agricultural and non-agricultural organisations) with access to local, regional and international markets | Measures the number of rural microenterprises, including associations, committees, cooperatives and other agricultural and non-agricultural organisations, that gained access to local, regional and international markets as a result of the Programme's interventions. | Results | Organisation | 17-12-2008 | 0 | 150 | 31-08-2019 | 59 | 39.33 | Link |
| New jobs created through the establishment and consolidation of rural businesses and microenterprises | Measures the number of new jobs created through the establishment and consolidation of rural businesses and microenterprises supported by the Programme. | Results | Unit | 17-12-2008 | 0 | 1000 | 31-08-2019 | 1501 | 150.11 | Link |
| Opportunities generated for young women and men | Measures the number of young women and men who accessed opportunities generated through the Programme, including entrepreneurship, employment and productive development activities. | Results | People | 17-12-2008 | 0 | 800 | 31-08-2019 | 834 | 104.25 | Link |
Eficiencia
Efficiency is the assessment of whether a public intervention achieves its objectives while using resources in a way that the costs incurred are proportional to the economic, social, or environmental benefits obtained.
| Indicator | Description | Indicator Type | Measure Unit | Base date | Base | Goal | Measure Date | Measure | Compliance | Source |
|---|---|---|---|---|---|---|---|---|---|---|
| Financial execution of IFAD Loan | Measures the percentage of financial resources disbursed under IFAD Loan 770-GT compared with the planned programme budget. | Efficiency | % | 2008-12-17 | 17973000.00 | 17973000.00 | 11551080.47 | Link | ||
| Financial execution rate of the Human and Social Capital Development component | Measures the percentage of financial resources executed under the Human and Social Capital Development component compared with the allocated budget. | Efficiency | % | 2008-12-17 | 450000 | 450000 | 266621.08 | Link | ||
| Financial execution rate of the Sustainable Production and Natural Resources Management component | Measures the percentage of financial resources executed under the Sustainable Production and Natural Resources Management component compared with the allocated budget. | Efficiency | % | 2008-12-17 | 903993.00 | 903993.00 | 518992.91 | Link | ||
| Financial execution rate of the Market Access and Rural Business Development component | Measures the percentage of financial resources executed under the Market Access and Rural Business Development component compared with the allocated budget. | Efficiency | % | 2008-12-17 | 10966067.00 | 10966067.00 | 7853333.47 | 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 |
|---|---|---|
| Strategic partnerships and co-investment mechanisms strengthen the sustainability and market access of rural organizations. | The combination of technical assistance, co-investment funds, and partnerships with public institutions, producer organizations, and the private sector strengthened rural businesses, expanded market access, and built local capacities with strong potential for replication in other territories. | Link |
| Community savings mechanisms and revolving funds strengthen financial inclusion and the economic autonomy of rural households. | Community savings groups, revolving funds, and active community participation facilitated the capitalization of small enterprises, increased investment capacity, and enhanced the financial sustainability of rural organizations, particularly those led by women. Source: | Link |
| The active participation of women and youth enhances the results and impact of rural development programmes. | The inclusion of women and young people in organizational, productive, and management processes strengthened human capital, promoted income generation, and contributed to the long-term sustainability of programme interventions. | Link |
| Rural development programmes require institutional flexibility to adapt to administrative and political changes. | Delays caused by institutional changes, the replacement of the implementing agency, and budgetary constraints reduced programme efficiency, highlighting the importance of flexible institutional arrangements to ensure continuity during implementation. | Link |
| Methodologies developed during programme implementation can be adapted and replicated in other rural contexts. | Approaches such as revolving funds, community savings groups, beekeeping schools, and the youth manager model demonstrated strong replication potential and were adopted by other institutions and development projects, contributing to the scaling-up of successful rural development interventions. | Link |
| Design simple operational models and strengthen institutional coordination mechanisms. | Rural development programmes should prioritize simple operational arrangements and establish clear communication and coordination mechanisms among implementing units and participating institutions to reduce administrative delays and facilitate implementation. | Link |
| Strengthen financial management through specialized administrative units. | Establishing dedicated administrative and financial units, supported by streamlined approval processes and effective coordination between technical and financial teams, improves resource execution and programme efficiency. | Link |
| Establish the required technical teams early in programme implementation. | Early recruitment of key personnel, particularly procurement and administrative specialists, facilitates timely programme start-up, reduces operational delays, and strengthens implementation capacity. | Early recruitment of key personnel, particularly procurement and administrative specialists, facilitates timely programme start-up, reduces operational delays, and strengthens implementation capacity. |