avances tematicos
DESCRIPTION
Publicación versión en InglésTRANSCRIPT
Content
1. Presentation
2. Editorial Line
3. Topics
a. Empowerment
b. Social actors public policy advocacy
c. Rural associative enterprises
d. Impact oriented Monitoring and evaluation
e. Public policies for local economic development
f. Peasant suppliers of local technical assistance services
4. Thematic websites
ASOCAM is a Latin American Network that facilitates regional initiatives for knowl-edge exchange and joint learning about key topics of rural development. The Technical Secretary of this Swiss Development Cooperation Network is leaded by Intercooperation Foundation, which has its regional headquarters in Quito.
The Network implements four mechanisms of knowledge management with the aim of promoting the creation of an inter-learning culture in the region:
1. Thematic Annual Processes and Regional Seminars
Mechanism in which different development actors participate, in order to contribute with their experiences, to harmonize knowledge, and to define useful orientations in strategic issues for rural development. The major moment of the process is a regional seminar, in which several specialized institutions and professionals are involved.
2. Inter-learning Groups (Communities of Practice)
Small, temporary work groups constituted by organizations that work on similar topics at regional level, and that are articulated to find answers to common operative problems they are facing, or for building approaches, strategies and instruments, collectively.
3. Regional Studies about Strategic Development Topics
Elaboration, application and validation of orienting proposals to an operative, thematic or methodological level, based on the execution of regional studies, in strategic development issues.
Presentation
4. Information management
Processes, methodologies and technology used for transmitting information, making it accessible, and increasing its usefulness in the community of development actors. ASOCAM manages information as a transversal strategy of the mechanisms it implements, and on each of the stages of the knowledge management cycle.
Mechanism main activities:
Thematic web sites• Publication catalogues and virtual libraries•
Thematic axis of the network:
Natural resources
management
- Good governance
Methods for development management
Local economic development
Editorial Line
With the aim to spread the lessons learned from the processes promoted by the Net-work, especially for institutions and professionals that have not attended the events in person, ASOCAM publishes a variety of products that are oriented to facilitate the access and to increase the usage and application of generated knowledge.
The publication packages contents are as the following:
Series “Reflections and Lessons Learned”
Guide that presents strategic orientations, both operative and methodological, which are the result of annual, collective processes of thematic analysis.
Series Power Point Presentations of Key Topic Orientations
Power Point presentation that summarizes the orientations presented in the Guide. It aims to be a didactic material available for those interested in spreading the main topic orientations.
Thematic LibrariesAvailable in three formats:
Thematic catalogue of publications (printed • brochure)Portable library CD (contains the digital versions • of all available documents)Virtual library (downloadable documents online: • www.asocam.org)
Bibliographic compilation that presents the state of art of a topic. Includes two hundred conceptual documents, methodologies, systematized experiences and training courses of specialized institutions in the region.
“Debate” Series Present Latin-American specialists’ points of view regarding relevant and polemic issues of local development. The contraposition of consistent positions is aimed at generating debate and motivating the analysis of current topics.
www.empoderamiento.info Seminar Synopsis (See ASOCAM Mechanism 1) Available into two formats:
Printed brochure• CD (that includes all the digital material of the • Seminar)
Presents the most remarkable contents of the Network’s Seminars, including thematic presentations, systematized experiences, field visits and group works. Highlights the principal orientations and conclusions achieved by the participants.
Communities of Practice Products (See ASOCAM Mechanism 2)
Publications that result from the work of the Inter-learning groups, including guides, systematizations, videos and memories of the workshops.
Methodological and Thematic Proposals(See ASOCAM Mechanism 3)
Presents the National and regional reports, and the thematic and methodological proposals, resultant of the studies developed by the Network.
Thematic CDs CD that contains the digital versions of all the products that the Network has elaborated for a specific topic.
Thematic Websites Specialized web sites that present all the information resources of the ASOCAM Network and Allied Organizations, about a local development topic, with the advantage of being periodically updated.
In this catalogue you will find all the publication packages that have been published by the Network, which are the result of regional inter-learning processes, promoted during the last decade.
ASOCAM is grateful for the active participation of more than three hundred organizations that are committed to the development of the region, which had significantly contributed to the content of each of the documents presented in this catalogue.
www.empoderamiento.info
Strategies for making it operative
Citizenship strengtheningSensitization and informationPolitical willOrganizational and Institutional strengtheningConstruction of a vision and common agenda.Participative planningJoint managementAccountability, social control, monitoring and evaluation.
Levels of politic empowerment
Politic Empowerment
Aimed at the transfor-mation of excluding power relations, so that social groups build, in a democratic and equitable way, the decisions regard-ing the improvement of their lives’ quality.
Levels of social empowerment
Strengthening of the organizations: full citizenship and
democratic governance
Personal and cultural acknowledgment
Social participative management
Strategies for implementing it
Personal development: formation cycle for the capacity valorization Organization strengthening: towards a policy of alliance and sinergySocial participative managementCultural respect
Social Empowerment
Oriented to build a solid social and in-stitutional tissue that promotes an approach of actors’ leadership.
From 2005 to 2007, ASOCAM Network generated a regional process of experiences and good practices sharing about Empowerment Practices, with the parti-cipation of twenty seven social organizations, develop-ment organizations and public institutions in Latin America. A Latin American Seminar on the topic was organized, for which ten expe-riences were systematized in five countries. Important orientations for improving the practices of this subject were collectively generated.
“Empowerment is a process that enables people and their organi-zations to be, make and decide by themselves”
Empowerment practices
The political level promotes the capacity to analyze and to activate the social environment, in order to produce changes.
The social and economic level refers to the participation in the communitarian networks and organizations and to the importance of having incomes that allow an autonomous and independent life.
The psychological level has to do with the development of self-esteem and self-confidence, which are necessary for making decisions.
The cognitive level focuses on the consciousness of reality, rights and power relations.
www.incidenciapolitica.info www.publicpolicyadvocacy.info
www.empoderamiento.info
Acknowledgments
A special acknowledgment to Patricio Crespo, Philippe de Rham, Glenda Gonzáles, Pablo Iturralde, Byron Jaramillo, Lorena Mancero, Martha Moncada, Artemio Pérez, Carlos Soria and Ana María Larrea, for their contributions to the proposal.
Contributions to Empowerment monitoring
Indicators for social, politic and economic empower-ment available in the doc-ument: “Empowerment: concepts and orientations” (see link for downloading it, below)
Social empowerment:strong, legitimate and
representative organizations
Social pressureand lobbying
strategies
Politicempowerment:
democraticgovernance and
citizenship
Economicempowerment:
generate opportunitiesand autonomy
Empowered socialactors with better
advocacy capability
Redistributiveeconomic promotion
policies
Life qualityimprovement
Strengthensocial
organizationsof producers
Empowerment and interrelations between its political, social and economic dimensions
How to build them…
Identification of the potential of the small producers
Business idea
Market opportunities survey
Feasibility analysis
Organization and strengthening of the enterprise
Productive chains analysis
Strategic plan and business plan
Capabilities development
Implementation of the economic initiative
Support services
Control, follow up, measurement and evaluation
Empowered popular or peasant economic organizations Characteristics
Economic-social benefit
Entry to the market
Entrepreneurial organization
Business management
Appropriate tools for the strategic and operative managementFuture vision
Good flow of information and communication
Shared values
Economic Empowerment
Oriented to extend the opportunities so that each person is able to provide him/herself and the fam-ily his/her livelihood, by means of his/her own effort.
Available documents on the topic:
“Empowerment: concepts and orientations”. Series “Reflections and Lessons Learned”
www.asocam.org/biblioteca/ASO_RA_Empoderamiento.pdf
Thematic Synthesis
www.asocam.org/biblioteca/ASO_SIN_Emp.pdf
Power Point Presentation of Key Orientations
www.asocam.org/biblioteca/ASO_Empoderamiento.ppt
“Empowerment: taking the reins?” Debate Series
www.asocam.org/biblioteca/ASO_DEB_Empod_completo.pdf
“Empowerment practices” Seminar Synopsis
Document www.asocam.org/biblioteca/ASO_SEM_Empoderamiento.pdfCD www.asocam.org/CD/CD_Empoderamiento/index.html
Empowerment Thematic Library
CD www.asocam.org/CD/CD_Empoderamiento_biblio/index.html
Empowerment Thematic CD
CD www.asocam.org/CD/CD_Emp_tematico/index.html
“Empowerment: concepts and orientations”. Series “Reflections and Lessons Learned”
www.incidenciapolitica.info www.publicpolicyadvocacy.info
ASOCAM leaded a regional process of joint analysis of the topic, in which ten local experiences in four countries were systematized, and presented during the Latin American Seminar “How do social actors influence Public Policies, 2006”. Sixty five representatives of development organizations attended the event.
Social actors public policy advocacy
Acknowledgments
A special acknowledgment to Patricio Crespo, Philippe de Rham, Glenda Gonzáles, Pablo Iturralde, Byron Jaramillo, Lorena Mancero, Martha Moncada, Artemio Pérez, Carlos Soria and Ana María Larrea, for their contributions to the proposal.
How to build them…
Identification of the potential of the small producers
Business idea
Market opportunities survey
Feasibility analysis
Organization and strengthening of the enterprise
Productive chains analysis
Strategic plan and business plan
Capabilities development
Implementation of the economic initiative
Support services
Control, follow up, measurement and evaluation “Process by which the citizenship, the social, economic and institutional actors, participate or influence the definition, management, and control of public poli-cies, whether general or sector policies, at local, regional, national or international levels”
By the contour of some concepts…
Public policies are all those decisions taken by government authorities, in executive, leg-islative or judicial branches, which provide specific solutions for managing public affairs.
Institutionalization refers to two key dimen-sions: the normative (“soft”) dimension, comprising the rules of the game, and the organisational (“hard”) dimension, made up of the organisational and functional structure.
Policy Influence May be understood the a process through which citizens, and social, economic and institutional actors participate in or have an influence in the definition, management and evaluation of general or sectoral public policies, at the local, regional, national or international level. Such
participation or influence implies creating, modifying, enforcing and/or repealing public policies
Democracy and citizens’ participation Democracy is the doctrine or political system based on the intervention of citizens in col-lective or governmental decision-making. In this type of political regime, sovereignty resides with the people and is exercised by them in a direct or indirect manner.
Lobbying Lobbying is a political activity that involves intervening by directly or indirectly influencing the processes of formulation, implementation or interpretation of laws, norms and regulations and, more generally, in public decision-making.
www.publicpolicyadvocacy.info (inglés)
www.empresasrurales.info
Available documents on the topic
“How do social actors influence public policies”. Series “Reflections and Lessons Learned”
www.asocam.org/biblioteca/ASO_RA_IPP_completo.pdf
Thematic Synthesis
www.asocam.org/biblioteca/Asocam_Presentacion_IPP.ppt
“How do social actors influence public policies”. Seminar Synopsis
Document www.asocam.org/biblioteca/ASO_SEM_IPP_completo.pdfCD www.asocam.org/CD/CD_IPP/index.html
Public Policy Advocacy Thematic Library
CD www.asocam.org/CD/CD_IPP_biblio/index.html
Public Policy Advocacy Thematic CD
CD www.asocam.org/CD/CD_IPP_tematico/index.html
Acknowledgements:
ASOCAM is grateful to Pablo Iturralde, Luis Heredia, Lorena Mancero and Philippe de Rham, for their important con-tributions to the proposal.
The policy influence process, step by step
1 Throughout diagnosis, it is advisable to differentiate: a) A general policy environment from b) An analysis of the capabilities of the group promoting the initiative
2 When outlining an advocacy proposal it is necessary to make a distinction among: a) The identification of key issues of policy that should be included or modified b) The outlining of action strategies to achieve policy advocacy
3 When framing the policy advocacy plan, it is suggested to: a) Establish action guidelines and distribute responsibilities b) Determine the logical framework of the plan
4 During the assessment of the initiative, it is important to consider: a) Monitoring and evaluation of the implementation of the plan b) Impact assessment of the “new” policy
Actors and forces in public policy advocacy process
Any social organization and institution that has a specific identity and interests re-garding an issue –with regards to which it adopts a position, conducts activities and creates social and power relations- is considered to be an actor of policy advocacy.
Social force Who Are They? PositionPromoters Social, economic, political, public and civic actors that
exert directo or indirect pressure on governmental power to obtain public policy decision that conform to their vision and interests.
Promoters formulate the original proposal, analyze the problem and repercussions, identify other actors, define the influence strategy for achieving an adaptation or a change in policy, and elaborate the technical and political draft of the proposal.
Allies Any tipe of actor that although they arte not part of the pro-moters group, shares the group’s interests or complements them. Allies are supportive for developing a joint action.
Allies coordinate actions with promoters and agree on objectives and plan activities. Allies contribute with ideas and support the proposal.
Decision-makers
The person the policy influence strategy targets. Decision-makers are public authorities who may work for the legislative, executive or judicial branches of the state.
Decision-makers have the capacities and legal endow-ments for solving requests related to public policy. They usually adopt a radical position regarding the proposal —whether positive or negative. They need technical or legal arguments for decision-making and generally request addition information from technical departments.
Opponents Social or institutional actor that are in opposition to the proposals and that possess significant resources so as to influence decision-makers. Any influence initiative generates opposition of differente kinds and intensities. Opponents may present differente arguments.
Opponents are not a homogeneous group. With some individuals of the group one may establish contact and negotiate, so as to ensure that the influence initiative continues.
“Undecideds” Influential people who are a part of public opinion or belong to important institutions. “Undecideds” do not have a spe-cific position regarding the policy influence proposal –either because they are not interested in the topic, they have not been fully informed or because they fear to take a position.
“Undecideds” may become allies or opponents during the process of policy consultation and decision-making. Undecideds may play a decisive role during decision-making.
Other influential actors
This category includes:- Actors tha intervene actively in decision-making processes, such as mass media, (TV, radio, newspaper)- Political parties and social movements- Research and academic centres- Religious entities- Army, etc.
These actors have great power in society; they influence the perception of the citizens, in the configuration of opinion flows and the position of the people that decide. They can block or make the proposal visible.
DiagnosisAssessment of the initiative
Advocacyproposal
Policy advocacy
plan
www.empresasrurales.info
Successfactors
IV. Get involved with the environment
II. Build social capital
III. Promote entrepre-neurial associativity
I. Articulate to goods and services markets
Success factors in the Rural Associative Enterprises
In spite of the great differences in the development of the economic, legal and institutional environ-ment of Latin American countries, the success factors of the Rural Associative Enterprises have demonstrated to be very similar and are closely linked between them.
RURALTER Platform and ASOCAM joined efforts for analyzing 35 case studies in 7 countries, implemented by means of Inter-Institutional National Committees and with the crucial collaboration of associative enterprises.
As a result of this regional study, ten success factors for the management
of rural associative enterprises were identified, as well as orientating
elements for supporting their diffu-sion and strengthening. This proposal intends to be a contribution for the formulation of policies and strategies for rural development.
Rural associative enterprises
Acknowledgements:
ASOCAM is grateful to Pablo Iturralde, Luis Heredia, Lorena Mancero and Philippe de Rham, for their important con-tributions to the proposal.
The policy influence process, step by step
1 Throughout diagnosis, it is advisable to differentiate: a) A general policy environment from b) An analysis of the capabilities of the group promoting the initiative
2 When outlining an advocacy proposal it is necessary to make a distinction among: a) The identification of key issues of policy that should be included or modified b) The outlining of action strategies to achieve policy advocacy
3 When framing the policy advocacy plan, it is suggested to: a) Establish action guidelines and distribute responsibilities b) Determine the logical framework of the plan
4 During the assessment of the initiative, it is important to consider: a) Monitoring and evaluation of the implementation of the plan b) Impact assessment of the “new” policy
“A rural associative enterprise is a legally constituted association, conformed by small rural producers who have achieved favorable economic results and a professional manage-ment structure.”
www.empresasrurales.info(DECEMBER 2008)
Factores de éxito para las EMARs
Acknowledgments:
A special recogni-tion to Patricia Ca-macho and Chris-tian Marlin for their contributions to the proposal, as well as to RURALTER network for promot-ing a significant regional effort of inter-institutional analysis
Available documents on the topic
Orientating elements for the management of Rural Associative Enterprises. Series “Reflections and Lessons Learned”
Document www.asocam.org/biblioteca/ASO_EST_EMARs_Guia.pdf
Regional Study Report “Rural Associative Enterprises’ Success Factors”
Document http://www.asocam.org/biblioteca/ASO_EST_EMARS.pdfCD http://www.asocam.org/CD/Empresas%20Asociativas%20Rurales/
Synthesis of the Regional Study
www.asocam.org/biblioteca/Asocam_Presentacion_EMAR.ppt
National Reports of the Study
Bolivia: http://www.asocam.org/CD/Empresas%20Asociativas%20Rurales/bolivia.htm
Chile: http://www.asocam.org/CD/Empresas%20Asociativas%20Rurales/chile.htm
Central America: http://www.asocam.org/CD/Empresas%20Asociativas%20Rurales/centroamerica.htm
Ecuador: http://www.asocam.org/CD/Empresas%20Asociativas%20Rurales/ecuador.htm
Peru: http://www.asocam.org/CD/Empresas%20Asociativas%20Rurales/peru.htm
Colombia: http://www.asocam.org/CD/Empresas%20Asociativas%20Rurales Estudio de caso, palmicultores en Colombia.doc
Rural Associative Enterprises Thematic CD
CD www.asocam.org/CD/CD_EMARs_tematico/index.html
Polemic topics not yet solved…
• Is articulation of small producers a requirement for market access?
• Is rural associative enterprises promo-tion a strategy that promotes economic development?
• What is the cost versus the benefit of producers’ association?
• Are subsidies necessary and in which way?
• Are personal or concentrated leader-ships an advantage or a risk for the rural associative enterprises?
I
Articulate to goods and services
markets
II
Build social capital
III
Promote entrepreneurial
associativity
IV
Get involved with the environment
I.1. Enter differentiated markets and market positioning
I.2 Offer profitable products with comparative advantages
I.3 Innovate, generate value and develop quality permanently
II.1 Promote leadership, the vision of collectivity and the participation
II.2 Function with transparency and democracy
III.1 Generate capability and efficiency in the professional team
III.2 Establish alliances and agreements with different actors.
III.3 Reach an equilibrium between collective and individual benefits.
IV.1 Promote external support
IV.2 Adapt to a changing environment.
Orientating elements for the management of Rural Associative Enterprises. Series
: http://www.asocam.org/CD/Empresas%20Asociativas%20Rurales/centroamerica.htm
Challenges to impact monitoring and evaluation of development actions
• Weak contribution to internal learning process and strategic piloting
• Limited utility for the associated actors.
• Complex and not always with the suf-ficient rigor.
Orienting principles of impact monitoring and evaluation
• Impact monitoring and evaluation inte-grated to strategic planning
• Participatory approach
• Consistent and manageable device
Starting 2001, ASOCAM works on this subject, with the leadership of the Andean Delegation of the Foundation INTERCOOPERATION and under request of the Swiss Agency for Development and Cooperation.
The process has included several stages:
Regional analysis of the M&E practices oriented to • impact assessment in organizations and projectsFinalization of the case studies and elaboration of a • methodological proposal Validation and application of the • methodological proposal in five countries Workshop for the analyzing the results of • the methodological proposal and elaboration of a validated methodologyTechnical assistance to organizations • associated to the network, for the implementation of their monitoring and evaluation systems.Plataforma, en implementación • de sus sistemas de monitoreo y evaluación
Impact oriented monitoring and evaluation
Acknowledgments:
A special recogni-tion to Patricia Ca-macho and Chris-tian Marlin for their contributions to the proposal, as well as to RURALTER network for promot-ing a significant regional effort of inter-institutional analysis
“Information collection and analysis system, that con-
tributes to the strategic orienta-tion of a development program or
project. It allows the feedback and the guidance of the general action strat-egy; it contributes with useful and accessible information to the actors that are involved; it creates a learning and confidence environ-ment and ensures the effective and efficient functioning of the program’s implementation, verifying the fulfillment of the agreed action plans”.
(JANUARY 2009)Thematic websites
www.desarrolloeconómicolocal.info
I m p l e m e n t a t i o n
Stage 1Implementation design and preparation
Stage 2Information generation and processing
Stage 3Information analysis, interpretation and use
Diagnostic
StrategyIntegrated in Strategic
Planning
Planning
Monitoring and evaluation
Planning
Operational Annual Plan
Programming
Impact Monitoring and Evaluation Levels
IME process
Available documents on the topic
Regional Study Report “Impact Evaluation in Five Cases”
Document www.asocam.org/biblioteca/ASO_EST_MVI.pdf
Monitoring and Evaluation of Impact Oriented Development. Action Guide
Document www.asocam.org/biblioteca/ASO_R&A_MVI_completo.pdf
Monitoring and Evaluation Thematic Library
CD www.asocam.org/CD/CD_MVI_biblio/index.html
Acknowledgements:
A special recogni-tion to Philippe de Rham and Lorena Mancero for their contributions to the proposal.
ImPACt mOnItORIng AnD EvALuAtIOn
Time impact (contributes with data, for example, regarding poverty reduction, equitable development, etc.)Direct effects achieved by the program implementation (information about changes related to the main program objective)
PURPOSE (superior objective)
Results achieved by the program (contributes with data of the results achieved)Achieved goals (the fulfillment of the declared goals for each activity is verified)
PRINCIPAL OBJECTIVE (purpose/Phase objective) (+assessment of specific objectives)
RESuLtS mOnItORIng AnD EvALuAtIOn
Resultados logrados por el programa (se aporta con datos de resultados alcanzados) Metas alcanzadas (se verifica el cumplimiento de las metas declaradas por cada actividad)
mAnAgEmEnt mOnItORIng AnD EvALuAtIOn
Human, financial and material resources management (the adequate administration of the resources of an operation is appreciated).
ACTIVITIES
• Prepare the fundaments (basis)
• Indicators identifica-tion (context, impact, results)
• Information recollection and elaboration of tools by unit of analysis
• Design of management monitoring tools
• Organization for the implementation
www.desarrolloeconómicolocal.info
National policies:Macroeconomic policies, decentralization strategies, tax incentives, SME promotion and support, etc.
Meso policies:Improvement of the competitive environ-ment: tangible factors (infrastructure) and intangible issues (capabilities).
Local policies:Productive, organizational, network building and commercialization innovations.
Territorial Economic Development Public Policies in at different government levels
Common characteristics of successful experiences of territorial economic development
Public policies for local economic development
In 2007, ASOCAM organized a regional process of experiences exchange and orientations formulation about effective public policies for the promotion of local, inclusive Economic Development, in areas of rural population. Analy-zed issues included participation, capacity development, institutionalization, articulation between government levels, economic promotion and small pro-ducers’ inclusion. Sixty representatives of organizations of eight countries jointly
built the thematic proposal during the Latin American Seminar and
validated it during a post-seminar workshop.
Acknowledgements:
A special recogni-tion to Philippe de Rham and Lorena Mancero for their contributions to the proposal.
ImPACt mOnItORIng AnD EvALuAtIOn
Time impact (contributes with data, for example, regarding poverty reduction, equitable development, etc.)Direct effects achieved by the program implementation (information about changes related to the main program objective)
PURPOSE (superior objective)
Results achieved by the program (contributes with data of the results achieved)Achieved goals (the fulfillment of the declared goals for each activity is verified)
PRINCIPAL OBJECTIVE (purpose/Phase objective) (+assessment of specific objectives)
RESuLtS mOnItORIng AnD EvALuAtIOn
Resultados logrados por el programa (se aporta con datos de resultados alcanzados) Metas alcanzadas (se verifica el cumplimiento de las metas declaradas por cada actividad)
mAnAgEmEnt mOnItORIng AnD EvALuAtIOn
Human, financial and material resources management (the adequate administration of the resources of an operation is appreciated).
ACTIVITIES
Have promoted, in different ways, an entrepre-neur territorial culture. ➤Have strengthen their local institutionalization, including their local governments ➤Have developed rural sector inclusive policies in the most dynamic markets ➤Have achieved to identify and mobilize the resources of their territory. ➤Have introduced strategic participatory planning processes. ➤Have strengthened the territorial identity, empowerment and self-esteem of the citizens.➤
Have privileged the promotion of the economic sectors that generate surpluses for the territory. ➤Local governance has improved, social agreements have been achieved and citizen participation has increased. ➤Have promoted the participation of the economic agents and the local institutions in development policies. ➤Have maintained basic coordination mechanisms among government levels. ➤Economic sectors have articulated and establis-hed agreements. ➤
“Set of short, medium, and long term
actions that the territorial government promotes in accor-
dance and negotiation with other actors, with the aim to stir into
action and improve competitiveness in the territory and create employ-ment, income and an equitable economy. They are formalized by means of ordinances, agree-ments between diverse gov-ernment levels and other instruments of local public management.”
www.desarrolloeconomicolocal.info(NOVEMBER 2008)
www.campesinoacampesino.info
Public policies tools for DET
Acknowledgements:
A special recogni-tion to Artemio Perez for his contri-bution to the pro-posal, as well as to the contributions of William Cifuentes, Silvana Vallejo and Patricia Camacho.
Available documents on the topic
“Public policies for the promotion of local economic development”. Series “Reflections and Lessons Learned”
Document www.asocam.org/biblioteca/ASO_RA_PDEL.pdf
Series Power Point Presentations of Key Orientations
www.asocam.org/biblioteca/ASO_Presentacion_PDEL.ppt
“Public policies for the promotion of local economic development”. Seminar Synopsis
Document www.asocam.org/biblioteca/ASO_SEM_PDEL.pdfCD www.asocam.org/CD/CD_PDEL/index.html
Local Economic Development Promotion Thematic Library
Document http://www.asocam.org/biblioteca/ASO_CAT_DEL.pdfCD www.asocam.org/CD/CD_PDEL_biblio/index.html
Public Policies for Local Economic Development. Thematic CD
CD www.asocam.org/CD/CD_PDEL_tematico/index.html
For local management modernization
Tributary local policies
Territory ordering for improving the com-petitive environment
Production innovation promotion
Financial support
• Municipal organization reform
• Administrative simplification
• Public-private spaces promotion
• Participative planning system
• Territorial marketing
• Territorial information system
• State contracting and acquisitions pro-SME
• Institutions strength-ening and creation of new specialized institutions
• Incentives policies
• Collection and dis-tribution policies
• Territory manage-ment plan
• Basic infrastruc-ture improvement
• Production support infrastructure
• Productive innovations
• Organizational and social innovations
• Marketing innovations
• Contests and pric-es for innovators
• Alliances and net-works for product investigation and development.
• Competitiveness bonus
• Guarantee fund
• Municipal cash desks
• SMEs support funds
www.campesinoacampesino.info
Comparative analysis of the national experiences
Kamayoq Peru
Promoter Nicaragua
Yapuchiris Bolivia
The
defin
ition A Kamayoq is an adult farmer who has
received training and is recognized by his peers as a peasant supplier of technical services.
A promoter is a person that has been educated by an institution and acts as intermediary between this institution and the community, transferring knowledge
A Yapuchiri is an outstanding producer who has been strengthened and who leads the process of innovation and technology promotion or appropriate alternatives and the generation of creative solutions to local problems, in a participative way.
the aggregate value
Producers have better accessibility to services
Training and assistance contents are more adequate.
Peasant suppliers have more cultural acceptation
Increased capability to imitate or adapt technology and innovations.
During 2006, ASOCAM promoted the articulation of an Inter-Learning Group in the region, recognizing the importance of peasant leaders in the consolidation of endogenous development processes, known as Kamayoq, Yapuchiris or Peasant Promoters. The group’s purpose was to analyze two main topics: local services offer and demand and perspectives and
potentialities of the local suppliers, by means of the systematization of national
experiences and throughout a regional comparative analysis.
Peasant suppliers of local technical assistance services
Acknowledgements:
A special recogni-tion to Artemio Perez for his contri-bution to the pro-posal, as well as to the contributions of William Cifuentes, Silvana Vallejo and Patricia Camacho.
“Alternative proposal for developing and improving the supply of technical services in the rural area, based in the valorization of the local knowledge and the horizontal transmission of knowledge. Endogenous devel-opment mechanism that increases the possibility of accessing technical assistance services and implementing inno-vations, at lower costs.”
About the mechanism
• The method of technical assistance and training is from peasant to peasant
• The contents of the supply come from peasant experimenting and innovation
• The suppliers of peasant technical services are entrepreneur leaders who have innovation and experimenting capabilities.
• These leaders are recognized and valorized by their communities.
(AGOSTO 2008)
www.empoderamiento.info
www.asocam.org
www.campesinoacampesino.info
Available documents on the topic
National systematizationsYapuchiris Experience Systematization in Bolivia (PROSUKO, UNAPA)Document www.asocam.org/biblioteca/Portal_OL_Sistematizacion_Yapuchiris.pdfvideo http://www.asocam.org/index.shtml?x=15933 Kamayoq Experience Systematization in PeruDocument www.asocam.org/biblioteca/Portal_OL_Sistematizacion_Kamayoq.pdfvideo http://www.asocam.org/index.shtml?x=15934 Peasant Promoters Experience Systematization in Central America Document www.asocam.org/biblioteca/Portal_OL_Sistematizacion_Promotores.pdfvideo http://www.asocam.org/index.shtml?x=18284
Regional Video
http://www.asocam.org/index.shtml?x=18282
Publications Catalogue for Peasant Suppliers
Document http://www.asocam.org/biblioteca/Catalogo_OL_Final.pdfCD http://www.asocam.org/CD/CD_Ofertantes_Campesinos/Bienvenida.htm
Peasant Suppliers of Technical Assistance Services Thematic CD
CD www.asocam.org/CD/CD_Emp_tematico/index.html
Coming soon : Orientations Guide
Acknowledgements:
A special recognition to the members of the Inter-learning Group for their active participation and contributions to generate orientations in topic of regional importance, Suppliers Associations: Kamayoq from Peru, Yapuchiris from Bolivia and the Peasant University from Nicaragua. Projects: MASAL, PROMIPAC and PROSUKO. Thematic Leader of the Group: Robert Berlin (Intercooperation)
Kamayoq Peru
Promoter Nicaragua
Yapuchiris Bolivia
Bas
ic p
rinc
iple
s of
the
tec
hnic
al
assi
stan
ce m
eth-
odol
ogy
with
… • Successful knowledge gained by Kamayoq constitutes the contents of the training. It is about learning from the best, the technique can be re-invented and adapted to local conditions.
• Innovation processes are developed by the peasants themselves.
• Peasants can efficiently train other peasants.
• The field is the first source of knowledge• Experience is the base for learning• Decision making leads the learning process• Training comprehends the whole cultivation cycle.• The training curriculum is based in the local conditions of
the Field School.
• The contents of the training are the own knowledge and innova-tions
Trai
ning
and
te
chni
cal s
uppl
y... • Irrigation management
• Cattle weight gain• Beekeeping• Dairy products transformation• Improved kitchens installation• Installation, advice and training for the management of
greenhouses, vegetables cultivation, guinea pigs raise, fruit cultivation and management of sheep and cows and bulls.
• Plan and lead the conservation of the micro-basin• Promote the community’s productive and social develop-
ment• Introduce profitable crops with irrigation systems • Manage small communitarian projects• Promote alimentary safety• Conduct experimentation processes• Carry out communitarian and family diagnoses.
• Management of the suka kollus• Potato weevil control • Disinfectant usage and prepara-
tion• Organic broths preparation• Organic fertilizers management• Good management of crops• Bio-indicators usage
Serv
ice
dem
ande
rs • Farmers from the same peasant community• Farmers from neighboring communities• Rural micro-entrepreneurs• Irrigation systems organizations• Farmers from peasant communities who have a contract
with a public or private development institution• Local governments• Institutions and projects
• Producers• Institutions• Projects
• Producers• Institutions• Projects
Comparative analysis of the national experiences
www.asocam.org
The new Latin American Website about Local Development includes:
Thematic and methodological proposals
Public policy advocacy and empowerment• Monitoring and evaluation• Knowledge management• Rural micro-entrepreneurs and local • economic development
Virtual Library
More than 1500 documents about 20 topics regarding local development and bibliographic compilations.
Institutions and experts
Learn about specialists and development organi-zations that operate in the region, and register in the database as an institution or expert.
Asocam network
Thematic results• Last publications• Events and forums • Membership and members• Coming soon activities •
Thematic Websites
How to include information in the website?
Publications and documents (online form)• Institution Registrations (online form)• Expert Registrations (online form)•
Thematic websites of the network and its members
Website implemented in collaboration with: CONDESAN-InfoAndina
Thematic websites
NATuRAL RESOuRCES MANAGEMENT
Water for Territorial Development Website
www.masal.org.pe(MASAL Programme, August 2008)
Water and Climate Change Website
www.aguaycambioclimatico.info(ASOCAM, September 2008)
Andean Forest Ecosystems Social Management Website
www.bosquesandinos.info(ECOBONA Regional Programme,
July 2008)
AGRICuLTuRAL PRODuCTION Peasant Suppliers of Technical
Assistance Services Websitewww.campesinoacampesino.info
(ASOCAM-MASAL-PROSUKO, January 2008)
ECONOMIC DEVELOPMENT
Rural Associative Enterprises Website
www.empresasrurales.info(ASOCAM, December 2008)
Public Policies for Local Economic Development Website
www.desarrolloeconomicolocal.info(ASOCAM, November 2008)
GOOD GOVERNANCEEmpowerment Website
www.empoderamiento.info(ASOCAM, August 2008)
Public Policy Advocacy Websitewww.incidenciapolitica.info (in Spanish)
www.publicpolicyadvocacy.info (in English)(ASOCAM, September 2008)
Water for territorial development websitewww.masal.org.pe
GOOD GOVERNANCEEmpowerment Website
www.empoderamiento.info(ASOCAM, August 2008)
Public Policy Advocacy Websitewww.incidenciapolitica.info (in Spanish)
www.publicpolicyadvocacy.info (in English)(ASOCAM, September 2008)
Water and climate change websitewww.aguaycambioclimatico.info
Andean forest ecosystems social management website www.bosquesandinos.info
Peasant suppliers of technical assistance services www.campesinoacampesino.info
Public policy advocacywww.incidenciapolitica.info
www.publicpolicyadvocay.info
Empowerment websitewww.empoderamiento.info
Text:Yasmín Jalil
Graphic Design :Verónica ÁvilaActiva Diseño Editorial
Secretaría TécnicaIntercooperationPlataforma Regional ASOCAM
Telf: (593 - 2) 2268928Fax: (593 - 2) 2438545Email: [email protected]ón: El Sol N39-208 y El SolQuito-Ecuador
