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Good practices of initiative:
DESATAR: Sustainable and Appropriate Development Project in Rural Territories (ESP)
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 |
|---|---|---|---|---|
| State Public Policy for the Ecuadorian Agricultural Sector 2025-2034 "Hands for the Field" | DESATAR is linked to the axes of productive innovation, organizational strengthening, access to technical/financial services and promotion of the inclusion of rural women and youth. | National | Ecuador | Link |
| Ecuador - National Irrigation and Drainage Plan | The project contributes by promoting good agricultural practices, sustainable water resource management, and climate adaptation measures. | National | Ecuador | 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 who receive services supported by the project | It measures the cumulative reach of small producers (men, women, youth) who receive services from the project | Effectiveness | Number of people who benefited | 16-12-2020 | 0 | 3690 | 31-10-2025 | 4853 | 48 | Link |
| Small producer organizations that report having adopted validated technologies and best practices | Number of small producer organizations have actively adopted the agronomic and social-cooperative innovations introduced by the project | Effectiveness | Number of small producer organizations | 16-12-2020 | 0 | 47 | 31-10-2025 | 41 | 87 | Link |
| Validated technologies and best practices (technical-technological and social-cooperative) | Number of innovations developed and validated for transfer to small producer organizations | Effectiveness | Number of validated practices | 16-12-2020 | 0 | 32 | 31-10-2025 | 15 | 47 | Link |
| Small producer organizations and youth-led enterprises that implement investments and/or strengthening actions supported by the project | It measures the effective implementation of Sustainable Development Plans (SDPs) by the supported organizations and ventures | Effectiveness | Number of implementing organizations | 16-12-2020 | 0 | 89 | 31-10-2025 | 65 | 56 | 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| Consolidated strategic alliances and partners with tangible results | Number of formalized institutional/private partnerships that support the continuity of services beyond the project | Sustainability | Number of consolidated alliances | 2020-12-16 | 0 | 0 | 11 | It complies | Link | |
| Rating of "Institutions and performance in the field of policies" | Degree of contribution of the project to the institutional and public policy strengthening for family farming (IFAD scale 1-6) | Sustainability | IFAD Scale | 2020-12-16 | 0 | 5 | 5 | 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 |
|---|---|---|
| The gender approach must involve the household, not just women | Changes in leadership and female empowerment are more sustainable when gender interventions include men, partners, and families, since the burden of care limits the economic impact of empowerment. | Link |
| Youth participation requires concrete economic incentives, not just training | Dissemination and training alone do not guarantee sustained youth participation; it is necessary to combine training with real employment or entrepreneurship opportunities within small producer organizations | Link |
| Inter-institutional coordination broadens results, but requires formalization | Partnerships with INIAP, GAD, BanEcuador and private actors broaden the scope of the project, but the benefits are greater when the agreements are formalized and do not depend on informal relationships. | Link |
| The Monitoring and Evaluation (ME) system is key to adaptive management, not just for reporting. | Updating the logical framework and periodically monitoring the POA allowed for strategic corrections and supported the proposed project restructuring. | Link |
| Accelerating execution requires timely management adjustments, not changes in objective | Delays in defining acceleration mechanisms increase uncertainty about achieving annual goals, but a firm commitment from the parties makes it possible to reverse the situation without altering the original design. | Link |