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UCAR | REPORT 5 YEARS | 2010 - 2014
www.ucar.gob.ar
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REPORT
5
YEARS 2010 - 2014
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The Administration
President of Argentina Cristina Fernández de Kirchner Chief of Staff Aníbal Fernández Minister of Agriculture, Livestock and Fisheries Carlos Casamiquela UCAR’S Executive Director Jorge Neme
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Unit for Rural Change Management Report 2010-2014
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▶ créditos
y autoridades
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Credits Team Coordination Susana Márquez Quantitative Data Mariano Poledo, Ana Pont Vergés y Martín Amado Design and Layout Pablo Derka Infographics Clarisa Mateo Report Writing Susana Márquez, Laura Cerioni y Clara Malcolm Editing and Revision Laura Calle, Laura Cerioni y Clara Malcolm
Photography Carolina Cabrera: page 29 Paolo Cresta: pages 15, 16, 48, 76, 77, 94, 95. Gabriel Díaz: pages 31, 46, 47, 63, 64, 65, 69. Pablo Oliveri: pages 20, 21, 24. Santiago Porter: pages 10, 19, 27, 28, 29, 32, 33, 36, 40, 41, 46, 47, 51, 52, 55, 60, 62, 63, 66, 68, 70, 72, 78, 80, 93. Photographic Editing Matías Romero Fernández Photographic Retouching Julia Flurin Printing Proietto & Lamarque S.A.
Assistance Clara Malcolm y Laura Cerioni
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Contents
11 Course taken and tracks made From international financing unit to public investment promotion entity
22 The arrow in the timeline 5 years of sustainable growth
37 From neighbors to partners 2012 – 2014: Synergy of instruments 40 Fellow travelers The viewpoint of provincial governments 42 And beyond Initiatives to improve competitiveness 46 The numbers in the period 49 Far away, yet close by The opinion of international organizations
25 In the beginning, there was chaos 2010 – 2011: The unification of the support services 28 Fellow travelers The viewpoint of provincial governments 30 The theory in practice University Support for the Administration 32 The numbers in the period 34 Far away, yet close by The opinion of international organizations
53 Continuity of the changes 2015+: Strategic management 56 Ones and others The voice of sector organizations and businesses 58 The hope of development The micro-region of San Pedro and La Esperanza 61 Constant renovation An evolving portfolio 62 Five years of public investment in development
17 Now like before The Ministry and UCAR
65 Far away, yet close by The opinion of international organizations 73 A cornerstone of the management Men and Women working at UCAR 81 APPENDIX What lies beneath the name 5 years of programs and projects
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PROSAP, road improvement in productive rural areas in Entre Ríos.
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From international financing unit to public investment promotion entity
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Course taken and tracks made
The strategic dimension of policy design and management reform became an institutional priority under the newly created Ministry of Agriculture, Livestock and Fisheries (MAGyP). One of the initial decisions made under this priority agenda was the establishment of the Unit for Rural Change (UCAR) in December 9, 2009, to coordinate all international financing operations in MAGyP. . On its fifth anniversary, we can say that UCAR has fulfilled its mandate, emerging in the eyes of both internal and external stakeholders alike as an evolving entity. This publication compiles the data and testimony that prove these claims, a collation of views contributing not only to commemorate the institution but also to help strengthen its work overtime. Under the sign of change Irish playwright George Bernard Shaw said that all progress depends on the unreasonable man; reasonable people adapt to the world as it is while unreasonable people persist in trying to change the ▶ JORGE NEME
Unit for Rural Change Executive Director
world. In the book The age of unreason,” whose title is inspired by that assertion, philosopher Charles Handy, an Irishman like Shaw, says that thinking the impossible moves the wheel of learning, which
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Unit for Rural Change Management Report 2010-2014
is why organizations need more unreasonable people who want to change
ergies and increase the impact of policies and, in a sense, this work is still
the world rather than adapt to it. For Handy, change is a word that repre-
ongoing. The third phase deals with setting up a strategic and coordinated
sents growth and learning. Perhaps for this reason, the UCAR was born as
plans to mobilize resources and institutional networking capacities—still
part of a movement of change whereby change is unequivocally imbedded
incipient—. It aims to promote regional integration and rural and agricul-
in the fibers of this institution permanently.
tural development in the country through public investment and private investment incentives.
Change within UCAR is not incongruous or random. During the course of its first five years of existence, two different institutional phases took
In a favorable economic, political and institutional context, UCAR —which
place and a third one initiated. The first phase relates to the establish-
began as a typical unit of international financing, similar to those existing
ment and consolidation of the operational support services—in essence,
in other administrative areas and at different levels of government— learns
administrative and financial—needed to operate an international financ-
collectively, changes its behavior, responds swiftly and satisfactory to
ing unit (IFU). The second phase relates to the development of a more
MAGyP’s growing demands and participates in the definition of the minis-
strategic operating coordination of existing instruments in projects with
terial policy. UCAR´s human resources and consolidated relationships are
a high regional incidence. The aim of this second phase was to create syn-
key elements to lead the continuous institutional change. UCAR´s staff ,
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international financing unit to public investment promotion entity
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capable men and women who are committed to the public sector are the
ing in the sector and the incorporation of new sources of funding in the fu-
agents of change making the necessary transitions to respond to new chal-
ture. The second, initiated by the Provincial Agricultural Services Program
lenges. In terms of public relations, strengthening of internal links (with
(PROSAP), aims to generate a continuous improvement in management.
the decentralized dependencies and bodies of the Ministry and UCAR),
The first, which was originated by PROSAP is at the root of the lasting suc-
the creation of new external networks, and the expansion and renewed
cess of the program. It validates the federal stamp that distinguishes the
role of others, represent the supporting framework—within and outside of
actions of UCAR beyond the modalities of project and program execution,
UCAR—of a process of continuous change.
be centralized or decentralized.
Among the existing networks that UCAR has maintained and developed
Among the emerging networks beginning to unfold are: i) the one that
in the years, three stand out: i) the close working relationship and the trust
ties UCAR to agricultural organizations and the private sector, which is
established with provincial governments; ii) UCAR’s ties with academic in-
will play a leading role in the new institutional phase, and ii) the one that
stitutions; and, iii) interaction with international financial and technical co-
promotes sharing of good practices and innovations internationally. Do-
operation organizations. The latter network, almost an emblem of UCAR’s
minican Republic, Ecuador, Honduras, Guatemala and Peru were the first
identity, has been expanded to include all multilateral organizations operat-
governments in the region interested in learning about UCAR experience.
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Unit for Rural Change Management Report 2010-2014
This collaboration with neighboring Latin American countries builds from
are not very different from the challenges confronted in previous years. In
the work that some technical staff and the Executive Director himself led
essence, the goal will be to try to boost public investment in agriculture,
in relation to the establishment of the MERCOSUR Commission on Fam-
agribusiness and agro-industrial sectors while also promoting private invest-
ily Agriculture (REAF), which now managed by the Secretariat of Family
ment to capture or expand its impact on reducing gaps (income, informa-
Farming within the context of the Argentine National Section and The-
tion, gender, technological, social and territorial). The change required in this
matic Groups of the REAF.
new institutional phase will be a direct response to the complexity and scope of the proposed objectives that will bring expansion, diversification, renewal and innovation to the institution.
rural change Reflecting on these first five years, it is easy to see that essential changes
All the same, UCAR will no longer be a mere Central Implementing Unit
are the result of accrued capabilities in the institution, which once consoli-
of diverse and numerous projects but rather an entity that efficiently and
dated at a certain critical level, drove the transformed of the UCAR again and
strategically promotes, in partnership with multiple stakeholders, territo-
again. Although the objectives for the new institutional phase are more am-
rial integration and sustainable development in the country’s rural areas; an
bitious —coordinating networks, human resources and capabilities—these
entity that promotes a substantial rural change with social justice.
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international financing unit to public investment promotion entity
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UCAR’s Cabinet at work (left to right): Andrea Trabucco, Mirta Botzman, Roque Ferraro, Néstor Murgier, Mariano Poledo, Susana Márquez, Jorge Neme, Jorge Bacalov, Raúl Castellini, Rosa María Koch, Mario Nanclares, Valeria Terzuolo.
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PROSAP, rehabilitation of the irrigation system in Río de los Sauces, Córdoba.
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The Ministry and UCAR
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NOW LIKE BEFORE
UCAR is a tool for strengthening and developing small and medium agricultural producers. Throughout the years, UCAR has carried out an important role by contributing to the equitable development of the production of each province and rural areas. They have carried out many projects in irrigation, rural roads and electrification, all framed in the goals of the Agrifood Strategic Plan (PEA) to increase production by 2030. Throughout these five years, UCAR’s establishment enabled the centralization of planning, negotiation, formulation, administration, finance, management control, monitoring and evaluation functions related to all programs and projects subject to loan or grant agreements in the Ministry’s portfolio. In addition, several public and private organizations were directly benefited by programs supported by the institution over this period: INTA, INV, SENASA, INIDEP, provincial and municipal governments, small and medium producers, family farmers, small and medium agribusinesses, farmer organizations, different production regions, among others. ▶ CARLOS CASAMIQUELA
National Minister of Agriculture, Livestock and Fisheries
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I am proud to see UCAR on its fifth anniversary. It is a clear demonstrates the presence of the State, under the leadership of President Cristina Fernández de Kirchner, with an active role and taking responsability for the welfare of all Argentines, with provincial governments playing a leading role coordinating policies and adapting them to the unique needs of their region and their rural workers. When we decided to put together this original instrument of public investment, to act in every agricultural region throughout the country, we did this knowingly that Argentina had inarguably made significant progress in food production and that the goal today is to add value to this production. Sectors that were not competitive in the past, today have a historic opportunity to be recognized, to change the way they work and assume a prominent role in the country’s economic activity. The decision to create the Unit for Rural Change responded to a need to strategically organize the international loan available to the rural sector, in order to optimize resources and efforts and be able to achieve the ambitious national goal of reaching new markets and preparing to become one of the largest agrifood suppliers in the world. In each region, UCAR offers the possibility to strengthen programs and projects as well as to reinforce public investment policy. This allows us to work in an integrated manner addressing all processes of production from planning, design, to management control, etc., so rural workers can improve the quality and food safety in their production as well as the infrastructure and services needed to improve their living standards. ▶ JULIÁN DOMÍNGUEZ
President of the National Honorable House of Representatives
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Thus, UCAR gives us the ability to generate competitive agricultural production with added value locally and, fundamentally, to support a vital sector for the future economic development of Argentina.
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ministry and ucar
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PROCAL, Increase value added in agrifood project. Berries production in Río Negro.
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Forestry Project – IBRD, silvopastoril system. Cattler grazing in a pinus elliotti area in Corrientes.
STAGE 1 2010 – 2011 TOWARDS THE UNIFICATION OF ASSISTANCE AND SUPPORT SERVICES
UCAR is created. New structure, organization chart
UCAR’s building (Belgrano Avenue 450/456) 2010
2011
PROGRAMS
01/2010 Beginning implementation of PRODEAR (IFAD) and PROVIAR (IDB).
04/2010 PRODERPA (IFAD) expansion in implementation incorporating new provinces.
MANAGEMENT AND ACHIEVEMENTS
01/2010 Technical staff working in different programs become part of UCAR’s staff.
01/2010 CAF is added as international financial institution working with UCAR.
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2012 06/2011 Completion of PROINDER (Additional phase, World Bank) and PRODERNOA (IFAD) with 100% execution of funds.
02/2010 The relationship with IFAD is re-established as a result of management actions.
12/2011 Two new programs are approved: the second phase of the PROSAP (IDB 2573) and PRODERI, the IFAD largest investment project for Argentina.
04/2012 Approval of the project PROICSA, the first investment project for the agrifood sector in Argentina funded by CAF (Development Bank of Latin America).
03/2012 UCAR is recognized as National Implementing Agency by the United Nations Adaptation Fund for Climate Change.
09/2012 Guidelines and procedures for indigenous people are published.
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The arrow in the timeline 5 years of sustainable growth
STAGE 2 – 2012 – 2013 – 2014
STAGE 3 2015 and onwards
SYNERGY OF INVESTMENT INSTRUMENTS
STRATEGIC MANAGEMENT
Micro-region San Pedro-La Esperanza 2013 01/2013 PRODAF is approved, first IDB investment project in Argentina supporting family farming.
2014 04/2013 The first project financed by the Adaptation Fund for Climate Change is approved, with UCAR’s monitoring.
05/2013 The Forestry Sustainability and Competitiveness Program is approved, first IDB investment project in Argentina supporting forestry.
04/2013 Initial stage of the productive rehabilitation program Ingenio La Esperanza, a large and traditional sugar factory in Jujuy.
06/2014 Beginning implementation of the CAF investment project New Irrigation Areas in Argentina.
10/2013 FONPLATA becomes an additional international financial institution working with UCAR.
01/2014 UCAR designs a new official web site.
2015 09/2014 Completion of the programs PROVIAR, PRODERPA and PROSAP (Conditional Loan for Investment Project – IDB 1956) 100% disbursment.
02/2014 Initial stage of the productive restructuring and diversification program in the Microregion San PedroLa Esperanza, Jujuy.
09/2014 Initial negotiations of the Agro Productive Areas in Bordering Provinces of Rio De La Plata Basin Development Program, financed by FONPLATA.
09/2014 UCAR provides professional training to its staff by means of an educational program prepared by UNSAM (University of San Martín).
12/2014 PRODESPA is approved, first IDB investment project in Argentina supporting the development of fishery and aquaculture.
10/2014 Guidelines for the incorporation of a gender approach in technical assistance is published.
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GEF Forestry Project, forestry biodiverstity conservation, the Delta area in Buenos Aires.
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years 2010 - 2011
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in the beginning, there was chaos
The unification of the support services
To meet the challenge set forth in MAGyP Resolution 45/2009, UCAR’s actions followed two distinct but interdependent paths: a) the elaboration of the organizational aspects specific to the new unit; b ) renovation of the portfolio itself, through—at the outset—the improvement of its performance; once satisfactory levels of projects and programs implementation were achieved, then the focus was on adding new ones, increasing the amounts and expanding the funding sources. UCAR approach to facilitate the coordination of the various initiatives under its control was based on effective approach to administratively integrate processes while also aligning strategic aspect. This required an iterative process of rationalizing and combining functions that had been scattered among the different technical implementing units. The laborious and complex process involved bringing together staff from all MAGyP programs and projects working in different buildings and at different implementation levels. While this work of true integration was gradual
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Ma. de los Ángeles Calvino Disbursement, Agreements and Sub-implementing Agencies Unit - Administration, Finance and Accounting Area.
“From the moment the structure was put in place, we were able to standardize procedures. It was a learning experience, getting familiarized with the loans, getting to know people ... it was a very productive process.”
and lengthy, all of the goals and deadlines were met even during the first consolidation phase; the magnitude of the effort gave people confidence and they began to gradually see themselves as a team. In December 2010, a year after its creation, the UCAR also found its physical home. It consisted of three floors in a building located at A 456 Belgrano Avenue, in Buenos Aires, housing the Executive Coordination and technical units of all projects (except PROSAP, which would remain until
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2013 in the neighboring building at 450 Belgrano Avenue), along with the newly consolidated administrative-financial services. In 2010, still in the middle of chaos UCAR manage to achieve financial improvements compare to the period prior to its creation. During the first year of existence of UCAR financial disbursements were up by 87% in the first year, reaching a cumulative 161% by the second year. The programs that were completed—PROINDER Additional phase, PRODERNOA—achieved 100% disbursement. Furthermore, three (3) new projects were added to the portfolio. The extent of these figures surprised almost everyone and instilled a sense of pride in staff for this accomplishment. In December 2011, UCAR was consolidated in its role as a characteristic IFU and the growth of its financial performance over the first two years validated the success of the ministerial decision to create the unit. The challenge in the coming years would be to maintain this high level of performance while extending coordination to operations in the field.
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GROWTH IN FINANCE FINANCE IMPLEMENTATION IMPLEMENTATION InUSD USD ▶ ▶In
Mariana Maffei Systems and Information Technology Unit, Management Control Area
254,459,726
“The integration of information and processes (UCAR - PROSAP), along with improved response time, expedited the processing of information, improve the decision-making process and communication, both internally and externally, in all the processes.”
186,734,584
102,398,438
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María Inés Cavanagh Unit of Infrastructure, Area of Sourcing and Procurement
Years
2009
2010
2011
“The restructuring achieved a better and more efficient project implementation process, better organize and shorter process times, in close collaboration with the Provincial Executing Units, providing them with fast answers and solutions, facilitating and hindering the implementation process, training, etc.”
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unification of the support services ▶
▶ PROSAP, agriculture development and irrigation management in Canal del Norte and 25 de Mayo, San Juan.
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fellow travelers
The viewpoint of provincial administrations ▶ The working partnership between the province of San Juan and PROSAP was formally established in 2003, at the beginning of my first term as Governor. The provincial legislation adhering to PROSAP was the first one enacted during that term. This demonstrates the keen interest of the province to actively participate in the Program, and access the program´s support to improve basic infrastructure in the farming sector. The provincial development program entitled the “Second Restructuring of San Juan” included a series of public policies related to the food and agriculture sector. The agricultural restructuring and development objectives of the program sought to introduce state-of-theart technology together with good agricultural practices, the expansion of the agriculture frontier through land-use management planning and efficient use of water resources, supporting the strengthening of promising productive value chains as well as the development of the livestock sector through different mechanisms. In order to implement these policies, it was paramount to provide basic farming infrastructure such as irrigation, road and energy access systems, among others. The existing infrastructure was obsolete and
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had, in several cases, malfunction or undergone serious structural deterioration. PROSAP facilitated accessing of international funds to finance some necessary works to restore and rehabilitate the province´s infrastructure. These included restoration and rehabilitation of main and secondary irrigation canals including Canal del Norte y 25 de Mayo, Canal Céspedes-Sarmiento; building 100 km of country roads in 5 departments of the Tulum Valley; extending the electrical grid to the arid Sanjuanino valley one of the largest provincial area lacking electricity as well as purchasing of goods for the livestock sector; and building the infrastructure and utilities for the seed-production sector. This joint venture also allowed us to train local professional in the design of works, project formulation and effective project management. Later on, in 2011, we also joined PRODEAR, to assist small farmers, the most vulnerable and the ones not supported by other programs. Through this program, the province was able to offer small farmers administrative support in planning, advice on specific issues and overall socioeconomic assistance. The program also provided supplies, capacity building and technical assistance to enhance small producer’s production and commercialization opportunities. This has been a mutually enriching learning experience, with shortcomings but with noteworthy successes. San Juan successfully implemented projects totaling USD 80 million between 2007 and 2013
There is a long way ahead of us to meet the infrastructure needs of the production oasis in Tulum and of the equally important centers located along the Andes range: Iglesia, Calingasta, Jachal, and Valle Fértil, all of which have high potential which cannot be adequately realized unless infrastructure improvements take place. We have prepared project profiles and identified an investment requirement of over USD 150 million to meet these needs. These projects articulate well within the framework of programs managed by the Province. These provincial programs have contributed to our sustainable growth in the 2003-2013 decade and respond to our continue need of rehabilitating the production and social networks. The well-being of San Juan’s population can only be accomplished through hard work. We public and political leaders observe the 5th anniversary of the creation of UCAR and hope to increase and continue to consolidate our partnership in the coming years for the benefit of our communities. Ing. José Luis Gioja
Governor of the Province of San Juan
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unification of the support services
▶ The anniversary of the creation of the Unit for Rural Change by the Ministry of Agriculture, Livestock and Fisheries makes us proud both as Argentines and as citizens of Salta, given the importance that UCAR actions have had in our province. When I took office, the first law I submitted to the provincial legislature was the PROSAP (Provincial Agricultural Development Project)adhering law, understanding that we needed to shift the role of public investment policy. And we were not mistaken. The implementation of programs and actions through PROSAP provided the foundation to generate changes in the production paradigm of our province, making us more competitive and efficient and ensuring the expansion of Argentina’s northern agricultural frontier without losing sight of the farmer as a social agent. Moreover, UCAR has enriched our relationship with multilateral financing entities, thus enhancing our vision of productive public investment policy and enabling us to prepare appropriate development strategy. Our work in the last few years has been immensely rewarding.
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Juan Manuel Urtubey
Governor of the Province of Salta
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the theory in practice
University Support for the Administration
▶ South-South Collaborations In the context of knowledge and experience interchange, government technical expert teams from the Dominican Republic, Honduras, Guatemala and Peru, among other nations, visited UCAR seeking to establish collaborations and cooperation channels.
“The visit was highly productive and it has opened an exchange to share technical information on the management of investment projects financed by international cooperation agencies targeting the agriculture/production field, through a territorial and a market-based approach.” Aída María Amézaga Menéndez Director of Rural Land Ownership Regulation and Registry, Peru
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Communication as a Government Tool ▶ In the last two decades, our planet has undergone a significant revolution in the communications field, changing people’s lives at home and work, and also changing life in the city and in the countryside. This phenomenon has posed a sizeable challenge for public policy managers, since it is the State’s responsibility to disseminate all relevant information to social networks and social media so that citizens can be informed about investments, training, gender-equality policies and technical assistance, and so that cooperation among farmers may be fostered. Thus, communication is a strategic tool for disseminating newsworthy information not only about agricultural production, but also it also provides an opportunity for the State to inform how public investments are managed and on what, making the process transparent and accountable. In the last few years, UCAR has taken an active role communicating the implementation of Argentina’s Ministry of Agriculture, Livestock and Fisheries public investment policies. Demonstrating how public investment is contributing to the development of both rural infrastructure and policies directed to family farming, smallfarmer training and the strengthening of networks between cooperatives and farmers through knowledge and information sharing. In these respects, FLACSO has been an active partner, providing technical assistance to UCAR in the preparation of audiovisual materials of projects and programs demostrating how lives change thanks to public policies. It also seeks to show what it is like to live in the countryside, to thrive and improve one’s quality of life as recounted by those who have experienced it. Finally, it reveals how cooperatives are formed in order to encourage people to partner and become influential.
FLACSO suggested communicating UCAR´s work in different formats: life stories, short videos, program sections, so they could be broadcasted in different channels. Its ultimate objetive is to reach all segments comprised in Argentina’s rural areas, a complex and diverse group of social agents: small and medium-sized farm owners, technicians, intermediary institutions, municipalities and provincial administrations, as well as direct and indirect public policy beneficiaries across the nation. In order to implement this communication strategy, it is paramount to think about and investigate the multiple realities faced by farmers. These are communities with different forms of communication due to the context of their local realities, own languages, customs. This defines how they relate and communicate among themselves. Several films produced in the last few years have displayed the new realities of rural life. But at the center of the message is important to convey the objective of the public investments and the societal benefits that are generated such as new job opportunities, pride in innovating in the use of appropriate technologies and implementing new production methods and services, as well as improving the livelihood of people living in the communities where their ancestors forged the progress of our nation.
Luis Alberto Quevedo
Director of FLACSO Argentina
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unification of the support services
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More than Just Two
▶ Strategic studies conducted via agreements
with universities and agencies
Eighteen (18) universities have signed technical assistance agreements with UCAR, making up a network for generating primary information and diagnoses, improving decision-making and assessing and systematizing results. ▶ Universities that have signed cooperation agreements
▶UCAR and CIPAF, partners in support of Family Farming INTA’s Center for Research and Technological Development for Family Farming began working jointly with UCAR in 2010. Our first project together entailed providing support to Family Farming in the provinces of Jujuy and Catamarca through PRODERNOA (Rural Development Program for the Argentine Northwest), financed by the International Fund for Agricultural Development (IFAD).
Latin American School of Social Sciences (FLACSO), Argentine division
National University Arturo Jauretche
National University of Buenos Aires
Some of the main outcomes of this cross-institutional cooperation are the implementation of PRODERNOA Family Farming production and sale support projects in the province of Jujuy; the monitoring of PRODERNOA’s portfolio of projects implemented in Catamarca; the setup of the Center for Training and Technology Demonstration for Family Farming in Belén, Catamarca; and the editing of the Manual of Applied Technologies for Obtaining Water.
National University of Lanús
National University of Lomas de Zamora
National University of Misiones
Moreover, the UCAR-CIPAF agreement solidified in 2011 with the “Machinery and Tools for Family Farming” meetings held in El Sombrerito (Corrientes), San Martín (San Juan), Ituzaingó (Buenos Aires) and Plottier (Neuquén), as well as with “ExpoVerá”, a machinery exhibition in Oberá (Misiones).
National University of Tres de Febrero
National University of Tucumán
National University of the Litoral
National University of Cuyo
National University of Jujuy
National University of La Plata
National University of Quilmes
National University of Río Negro
National University of San Martín
National Technological University
Autonomous University of Entre Ríos
University of Congress (Mendoza)
2009 to 2014
Currently, our work also includes the development of the Aquaculture Cluster in the NEA, where the northeastern branch of IPAF (Institute of Research and Technological Development for Farming Agriculture) together with other Misiones-based units provide support the Family Farming sector seeking the expansion and specialization of aquaculture-related activities.
Andrea Graciela Maggio
Director of the Center for Research and Technological Development of Family Farming
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Unit for Rural Change Management Report 2010-2014
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YEARS 2010 – 2011
Results achieved during this period in numbers The aims of all the programs and projects within UCAR cover a wide range of public investment options, from the development of infrastructure and services needed in agriculture production and trade to the sustainable improvement of the living conditions of the rural people.
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USD 441,194,310 invested
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USD 21,895,561
KILOMETERS
OF INFRASTRUCTURE WORKS Repair and rehabilitation of drainage and irrigation canals Repair of rural roads Expansion of the electrical grid to rural areas
unification of the support services
441 480 4,825
In the form of Non- Reimbursable Contributions granted to producers
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PUBLIC RURAL
INFRASTRUCTURE PROJECTS COMPLETED WITHIN THE PERIOD Irrigation and drainage
6
Road works
3
Energy supply works Water resources management
2 1
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Unit for Rural Change Management Report 2010-2014
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far away, yet close by The opinion of international organizations
▶ The Unit for Rural Change (UCAR) is a role model for farming development policymaking. In fact, it comprises project planning, implementation and assessment, working side by side with financial entities and national implementing units across the country. This has resulted in great efficiency, highly rated financial execution capacity of development resources, and a significant volume of allocated funds. UCAR has enabled and empowered IICA’s cooperation with the country by providing a qualified counterpart, and it has allowed IICA to show its model as a successful development strategy.
Víctor M. Villalobos
General Director of the Inter-American Institute for Agricultural Cooperation (IICA)
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▶ CAF’s relationship with UCAR dates back to 2009, in the initial preparation discussion of the Program for Increasing Competitiveness in the Sugar Sector. From the outset, CAF was truly satisfied to establish a professional link with UCAR, sharing a common vision on the most effective ways to address Argentina’s development challenges. With enough openness to share ideas and an experienced and technically qualified staff, UCAR has been able to strengthen its link with CAF in a very short period of time. Thanks to the development of new projects and different activities CAF foresees promising results that will foster the country’s development in the long term. Rubén Ramírez
Representative Director in Argentina – Latin America Development Bank – CAF
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Institutional Innovation for Development in the 21st Century ▶ Argentina has spent the last decade defining and prioritizing a model of economic development and international integration with social justice. Consequently, it has found a new way to allocate resources and funds, with the aim of striking a territorial balance in this vast, rich and generous country. For the first time in several decades, it has proposed an integration-based development model, and the development of Argentina’s regional economies is a building block for integration. This principle is tied with the social and economic development of rural economies and territories. As the development of rural territories includes farm development but goes beyond, and as ruralness is a concept that can only be understood and developed through various supplementary disciplines, implementing the political definitions referred to above is no easy task. It requires efficient management units and a set of institutions with the ability to articulate and combine different public policy instruments, leverage resources from different sources and show appropriate results across territories. This task means coordinating investments in basic road, electrification, irrigation and drainage infrastructure, and integrating new technologies and equipment to foster local production of goods with a
unification of the support services
high impact on regional economies. At the same time, it requires social and human capital, which ultimately ensures infrastructure and resource best use and results. This task requires a management unit capable of preserving high quality standards for resource use and investment promotion, one that can apply a methodical political dialogue at all three State decision-making levels: the federal, provincial and municipal States. This meticulous process of dialogue should also apply to the social and production organizations of the beneficiaries of these public policies, i.e. farmers. UCAR, created five years ago, is from our collaboration work under the implementation of MERCOSUR-based regional cooperation, an institution that has shown that is able to integrate: (a) a particularly high administrative capacity, acknowledged by national and provincial authorities and by farmers’ social organizations; (b) a great ability to convene and to engage in political dialogue; (c) the ability to make real forecasts and predict likely and plausible scenarios, particularly when catering for —“serving”— sectors of the population historically precluded from core development processes, economic growth and international integration. UCAR and its technical and senior staff are still seeking to contribute to the region’s development, by discussing and sharing lessons learned from their experience. Several delegations from the Domini-
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can Republic, Paraguay, Peru, Honduras, Guatemala, Uruguay, Brazil and elsewhere have been invited to engage in professional and collaborative exchange activities. UCAR’s contribution to a higher public and political importance of family farming, not only in Argentina but across the whole region, has been commendable. This contribution was possible thanks to UCAR’s intellectual and technical support, both direct and indirect, for REAF’s activities. 1 All things considered, the “Institutional Innovation for Development in the 21st Century” must also be appropriate and stimulating. I would like to congratulate everyone working at UCAR on behalf of MERCOSUR’s FIDA Regional Program team.
Álvaro Ramos
Regional Coordinator, MERCOSUR’s FIDA Program
1. MERCOSUR’s Expert Meeting on Family Farming
35
â–ś
PRODERNOA, productive strengthening of floriculture, Jujuy.
▶
años 2012 - 2014
▶
▶
from neighbors to partners
Valeria Guido Unit of Capacity Strengthening of Provincial Implementing Units - Area of Institutional Development
”Based on the work that went into the development of the operating manuals, the idea emerged that they could be used as both a tool for planning, preparation and training of new actors, such as the management of provincial governments in the face of new economic, technical and property resources, specifically, to use them as drivers of other changes.”
Synergy of instruments
Based on what was built and rebuilt in the first two years, it became clear that it was not just about joining efforts and injecting energy into existing initiatives; in order to capitalize on achievement and generate sizeable results, an active and concerted effort was needed to generate synergy at the local level. The critical actions taken during this period again fell in two distinct categories: implementation in the field and the organizing an effective program/project management. In regard to the latter, the work underway since UCAR’s early days to increase efficiency with proper operating arrangement of was extended and reoriented. The adoption, in December 2012, of a new organizational structure based on the functional division of labor also made it possible to visualize all of the activities, which by then were unfolding in a unified manner. This new change was also reflected in the re-organization of the physical working space and led to a second move, which took place in the early months of 2013 with the addition of two more floors in the building located at 456 Belgrano Avenue. The transformation in
the rationality of management—no longer a federation of autonomous units, it acquired almost all the attributes of a classic government organizational structure—combined with the move, not entirely painless, but the benefits became apparent, sooner rather than later, in a greater degree of wellbeing overall. Inspired in guidelines contributed by the Ministry and the overall goals of the Chief of the Cabinet of Ministers for the National Public Administration, or congruent with them, UCAR’s management objectives stated that each program or project must be directed to contribute to joint efforts. Again, they were achieved and, in some cases, exceeded. Examples include: the maintenance of a high level of financial performance of disbursements and overall compliance in the portfolio; UCAR’s accreditation as a national implementing entity for the United Nations Fund for Adaptation to Climate Change; drafting of concept papers that enriched the framework of operations —such as Guidelines and procedures for indigenous peoples or Contributions to Argentina’s forestry policy in the twenty-first
37
Unit for Rural Change Management Report 2010-2014
Mario Nanclares
▶
Social and Environmental Unit
“UCAR’s accreditation as a national Implementing entity before the UN’s Adaptation Fund gave some insight into our management capacity at the national and international level. This situation positioned us differently, with another role, now that as UCAR we are now able to advise and provide technical assistance for the presentation of projects of institutions in Argentina and abroad.”
Soledad Di Giorgio
▶
Budget and Annual Operation Plan Unit - Administration, Finance and Accounting Area
“Based on UCAR’s restructuring, each of the areas began to plan what it was going to need for the whole year, without specifying from which loan; just by specifying its needs.”
38
century—and the reduction of internal deadlines demanded by the processing of loan operations, which enabled it develop and prioritize six (6) new operations. On the implementation side, interest in identifying and implementing potential complementarities between different instruments gradually grew. Interest was promoted by UCAR’s management from the simple idea that public rural infrastructure—in particular irrigation—could easily become the backbone of actions that exceed the mere juxtaposition. Putting it into words, discussing it in the national meetings that had replaced PROSAP traditional gatherings as well as in other appropriate areas, fostered creativity and even a certain emulation, which extended beyond the UCAR, getting other initiatives in the territory involved in the shared task, such as those developed by INTA’s Center for Research and Technological Development of Family Farming (CIPAF) and also by the then Secretariat for Family Farming. Slowly and surely, synergies began to materialize in the daily tasks at hand in the field and at the offices; the immediacy and the closeness became a partnership to create value. For years programs of the then Secretariat of Agriculture, Livestock, Fisheries and Food were dismantled due
to a lack of explicit policies and the varied distinctive imprints that imbued every new loan operation with financing agencies. The scenario in which the UCAR tackled the issue of joint operations to deepen the impact of the implementation was another: a scenario where, express or implied, there was policy and strategy, there was an idea to enrich the designs, giving them political coherency and optimizing their strategic consistency. With a strengthened working group, some clear objectives and a strong commitment not without voluntarism, the opportunity that presented itself could not be ignored, and it was seized. While UCAR modified its working structure, the Office of the President commissioned MAGyP to support the recovery of the sugar factory Ingenio La Esperanza in the province of Jujuy, a request that unexpectedly led to the most moving experience that UCAR had experienced to date and with it, produced the necessary conditions for another change to occur. In December 2014, in some areas—like the learning process to recover the sugar factory to the micro-regional development of La Esperanza - UCAR was ceasing to be solely an IFU. In other aspects—such as the Diploma
▶ synergy
in Rural Development for its staff, issued by the National University of San Martín through its School of Politics and Government at UCAR’s headquarters—it was no longer the “irregular army,” a phrase coined by Jorge Neme at the Sixth Meeting held in the city of Salta in November 2010, when he alluded to the enormous institutional distance that separated UCAR from other decentralized agencies in the Ministry. In December 2014 and in those respects, UCAR was also beginning to incubating another entity, a different as yet unnamed entity.
▶
of instruments
Teresa Oyhamburu
▶
▶
Unit of PROSAP Services and Infrastructure Program and Project Management Area
“We seek the training, improvement and advancement of our professionals’ know how, to improve the entity’s overall performance. The aim is to address issues that are strategic to the institution’s development.”
”Restructuring the team worked. We have very good relationships with one another. We share our problems and our commitment.”
▶
Daniela Raposo Productive Development Unit - Program and Project Management Area
“At the time, when we proposed in UCAR how to coordinate the different programs and projects, we thought that public works could be the organizational focal point, as an investment in an irrigation canal or a rural road. But we realized that although investment is very important, given the impact and the financial resources involved, the works alone do not ensure the productive development of a region. It is important to have strategic frameworks at national level, such as the Agri-Food and Agribusiness Strategic Plan, and regional development plans in the provinces, that guide and assist in the joint coordination.”
Soledad Rodríguez Training Unit - Institutional Development Area
▶
Carolina D’Arielli Unit of Human Resources Administration - Area of Human Resources Management
The Diploma course was a strategic decision of the Executive Coordination in response to UCAR’s growth in regard to the incorporation of new consultants. The degree program made it possible to sustain the institutional commitment to train highly qualified teams in public administration. “
39
Unit for Rural Change Management Report 2010-2014
▶
fellow travelers
The viewpoint of provincial governments ▶ We would like to extend our gratitude to the Unit for Rural Change for all the great work we have undertaken together. On the one hand, Patagonia Rural Development Project (PRODERPA) has been a valuable tool for the rural development in the province over the past years. It has helped improve farming production and product diversification by strengthening production organizations. The implementation of 51 projects addressing production, tourism and value-addition have benefited 1,790 families. On the other hand, the Program for Post-Emergency Production Recovery has invested close to 80 million pesos in actions to support recover the production capacity of rural communities affected by volcanic ashes released by the PueyehueCordón Caullé volcanic complex. In late August, we signed a letter committing our Province to join Inclusive Rural Development Program (PRODERI). With PROSAP, we have join forces to implement an electrification program in rural areas to help us expand our electrical coverage to the entire province. The results of this partnership has been very successful achieving the expansion of over 600km of electrical grid in the central and north zone, providing electrical services to 600 families in rural areas. With regards to irrigation, we have carried out already some modern-
ization works through the entire province and currently continue to work on the San Patricio del Chañar irrigation system. We are still working together with the Province’s network of slaughterhouses on the implementation of the Livestock and Commercial Development Project. The aforementioned activities and others funded through UCAR have provided a significant and much needed investment to Neuquén’s agricultural sector totaling USD 107.3 million. We are part of a Nation that always extends a helping hand to those who need it, especially to criancero* during la veranada**, to the hardworking rural population, criollo or Mapuche, who labor proudly in the land of its birth. The efforts of the Nation, the Province and the rural communities embrace and support this working culture. A warm hug from an Administration committed to rural development and a hardworking culture.
Jorge Sapag
Governor of the Province of Neuquén
*Transhumant shepherd ** Period at some point during spring when livestock is transferred from lowlands to highlands to graze in better areas, especially during summer (verano). In Neuquén, this is an old agricultural practice of the Mapuche indigenous people.
40
▶ synergy
▶ The support of the Ministry of Agriculture through the Unit for Rural Change is vital to our Province as it provides the necessary mechanisms to engage in production growth through inclusive farming policies. One example is the rehabilitation of the La Esperanza sugar factory, located in San Pedro de Jujuy, which has revitalize the region’s social and productive network over the last few years. A much needed intervention supported by the President and implemented on a daily basis by UCAR through the Ministry of Agriculture. The project is supervised by Jorge Neme, the Unit’s Executive Director and implemented in close coordination with relevant offices at the national, provincial and municipal levels. We are talking about recovering the sugar industry, a landmark industry for the Argentine North. We are working together to create a different province and a different
of instruments
▶
nation, based on a perception of inclusive growth and development. These policies are strongly linked to the possibility of having clearer and more visible hope, forging a new way of life for the people in Jujuy. Congratulations, UCAR and MAGyP!
Eduardo Fellner
Governor of the Province of Jujuy
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Unit for Rural Change Management Report 2010-2014
CLUSTER DEVELOPMENT INITIATIVES (CDI)
▶
The aim of the CDIs is to promote and develop strategic processes in geographical areas that have highly specialized production chains. The initiative first supports the design of Competitiveness Improvement Plan (CIP) and then it implements the necessary actions to set the plan in motion.
and beyond
Initiatives to improve competitiveness 1 2
▶
Pablo Sívori
3
Competitiveness and Non reimbursable Contributions Unit – Programs and Project Management Area
4
”Our goal is to promote the participation of all actors: producers, private sector, public sector and technological and technical sector, so they all get involved and jointly carry out a project to develop the production cluster. To improve competitiveness by creating the capabilities to develop new products, improve the quality of those been produced and to have better access to markets. But these actions need to be inclusive to ensure that the livelihoods of the most vulnerable stakeholders in cluster are improved. Our goal is to establish a coordination mechanism across cluster actors to support, knowledge and information sharing. This requires link people in the same geographic area to establish networks that facilitate knowledge sharing and a more effective flow of information.”
5 6 7 8 9 10 11 12 13
Clusters preparing their Competitiveness Improvement Plan (STAGE 2) Forestry in Cedefi (Entre Ríos) Camelids in Jujuy Manioc in Misiones Quinoa production complex (Jujuy) Honey production in Tucumán Dried fruits in Mendoza Vegetable seeds in San Juan Porcine cattle in La Pampa Honey production in La Rioja Honey production in Misiones Traditional Fishery in Chubut Wood production complex in Caimancito, Jujuy Goat cattle in the central area of Neuquén
19
Berries production in Northern Patagonia (Chubut, Neuquén, Río Negro)
20
Pecan nuts in Entre Ríos Flower production in AMBA and San Pedro (Buenos Aires) Porcine production in Daireaux – Henderson (Buenos Aires) Bovine cattle in Mendoza
21 22 23
29
Milk production in Tucumán Regional milk production (Santa Fe and Santiago del Estero) Traditional fishery in Tierra del Fuego Cheese production in Tandil (Buenos Aires) Farming machinery (Santa Fe) Walnut tree production in La Rioja
30
Clusters in advanced implementation stages Aquaculture in NEA (Chaco, Corrientes, Formosa and Misiones)
24 25 26 27 28
31
Cheese production in Villa María (Córdoba) Tropical fruits in Salta Dried fruits in Northern Patagonia (Río Negro)
32
34
17
Horticulture in Catamarca Cotton production in Santa Fe Fruit and vegetable production in the Northeast of Buenos Aires Fruit and vegetable production in Tierra del Fuego
Seed production in the Pergamino – Venado Tuerto area (Buenos Aires and Santa Fe)
18
Porcine value chain in Oncativo (Córdoba)
35
Forestry industry in Corrientes and Misiones
14 15 16
33
Methodology The CDI are implemented in two different stages STAGE 1 The Competitiveness Improvement Plan (CIP) is designed
42
Clusters implementing Competitiveness Improvement Plan (STAGE 2)
STAGE 2 Preparation of development projects Creation of an institutional framework
The CIP is implemented. Implementation of projects and institutional strengthening of the cluster.
18 CLUSTERS preparing their CIP, 11 implementing their CIP and 6 with fully implemented CIP
▶ synergy
of instruments
▶
BOLIVIA
4
2 6
2
1
32
Salta
16 3 24 14
CHILE
Catamarca
PARAGUAY
3 12
Formosa
6 5 10
Misiones
15
8 17
La Rioja
25
7
9 35
25 15
Córdoba
18
San Luis
Santa Fe
31
28 1
1 Entre Ríos
20 14
URUGUAY
34
2
22
8
16
Buenos Aires
12
Neuquén
13
27
8
1 2
A R G E N T I N A Río Negro
19
4 19
3
11
33
4
18
5 6
4
19
7
Chubut
8
7
9
11
10 11 12
Santa Cruz
13 14 15 16 17 18 17
MICRO-REGIONS DEVELOPMENT INITIATIVES (MDI)
INNOVATION TRANSFER INITIATIVES (ITI)
These initiatives promote economic growth in regions that are highly dependent on rural activities. It aims to increase the territorial competitiveness of a region through the development of promising local value chains.
The aim of these initiatives is to foster technological improvement to increase competitiveness. It facilitates the articulation between producers and technology providers matching the producer´s innovations needs to the available resources developed by technical and technological institutions.
21
La Pampa
12
5
BRASIL
34
Mendoza
23
30 5 11 3 35 9
Corrientes
San Juan
6
30 30
9
4
7
Chaco
Santiago del Estero
13
29
10
30
10
Micro-regions Crespo and Neighbouring Towns (Entre Ríos) Uco Valley (Mendoza) San Pedro and La Esperanza (Jujuy) The Coast in La Rioja (La Rioja) Andean Shire (Chubut) Yavi (Jujuy) Northeast area in Santa Fe (Santa Fe) Southeast area in La Pampa (La Pampa) Alto Uruguay (Misiones) East area in Tucumán (Tucumán) Carmen de Patagones (Buenos Aires) North area in Neuquén (Neuquén) Central Valley (Catamarca) Routes 127/12 (Entre Ríos) West area and Las Termas (Santiago del Estero) Valle Calchaquí region Albigasta region South line – Río Negro region
1
2
3 4 5 6 7 8
9 10 11 12
Center for the development of agro-ecological technology transfer for family farmers organizations Quinoa seed farming management for small producers in NOA Development of cumin and anise genetic material Development of supplies for craft beer, malt and hop Plant-based bio-inoculants for use in forestry and agri-forestry Wood wind farms Development of experiments to test balanced feed alternatives Technological development for flour milling processing of wild native forest fruits Rice – fish rotation trial Truffle and Terfeziaceae rotation trial Multipurpose processing plant for fruit processing Biotechnology center for small ruminants
Tierra
26 del Fuego
Escala en km 0
200
400
Total amount: 18 MDIs
Total amount: 12 ITIs
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Unit for Rural Change Management Report 2010-2014
TIMELINE OF THE EVOLUTION OF THE COMPETITIVENESS IMPROVEMENT INITIATIVES References Cluster Development Initiatives (CDI)
Micro-regions Development Initiatives (MDI)
Year 2009 Cheese production in Villa María (Córdoba) Tropical fruits in Salta Dried fruits in Northern Patagonia (Río Negro) Seed production in the Pergamino – Venado Tuerto area (Buenos Aires and Santa Fe)
Innovation Transfer Initiatives (ITI)
Year 2010 Aquaculture in NEA (Chaco, Corrientes, Formosa and Misiones) Forestry Industry in Corrientes and Misiones Berries production in Northern Patagonia (Chubut, Neuquén, Río Negro)
Year 2011 Milk production in Tucumán Regional Milk production (Santa Fe and Santiago del Estero) Bovine cattle in Mendoza Farming machinery (Santa Fe) Porcine production in Daireaux – Henderson (Buenos Aires)
2009
2010
2011
STAG E 1
2009
2 010 -2 011
Year 2010
Year 2011
Albigasta region
Valle Calchaquí region South line – Río Negro region Truffle and Terfeziaceae rotation trial Multipurpose processing plant for fruit processing Biotechnology center for small ruminants Rice – fish rotation trial
44
▶ synergy
of instruments
▶ Year 2014 Quinoa production complex (Jujuy) Dried fruits in Mendoza Honey production in Tucumán Porcine value chain in Oncativo (Córdoba) Vegetable seeds in San Juan Traditional fishery in Chubut Wood production complex in Caimancito, Jujuy
Year 2012 Pecan nuts in Entre Ríos Flower production in AMBA and San Pedro (Buenos Aires) Cheese production in Tandil (Buenos Aires)
Year 2013 Forestry in Cedefi (Entre Ríos) Walnut tree production in La Rioja Manioc in Misiones
Goat cattle in the central area of Neuquén Cotton production in Santa Fe Porcine cattle in La Pampa Honey production in Misiones Fruit and vegetable production in Tierra del Fuego
Traditional Fishery in Tierra del Fuego
Fruit and vegetable production in the NE of Buenos Aires Honey production in La Rioja Horticulture in Catamarca
2012
2013
STAGE 2 Year 2012 Development of supplies for craft beer, malt and hop Development of cumin and anise genetic material
Camelids in Jujuy
2014
201 2-2013-201 4
Year 2013 Crespo and Neighboring Towns (Entre Ríos) Uco Valley (Mendoza) Technological development of flour mill with Monte Nativo fruits Experimental development of balanced feed Eolian woods Bioinoculants for plant growth to be used in forestry and agri-forestry Quinoa seed farming management for small producers in NOA
Year 2014 Center for the San Pedro and La Esperanza (Jujuy) development of The Coast in La Rioja (La Rioja) agro-ecological Andean Shire (Chubut) technology Yavi (Jujuy) transfer for Northeast area in Santa Fe (Santa Fe) family farmers Southeast area in La Pampa (La Pampa) organizations Alto Uruguay (Misiones) East area in Tucumán (Tucumán) Carmen de Patagones (Buenos Aires) North area in Neuquén (Neuquén) Central Valley (Catamarca) Routes 127/12 (Entre Ríos) West area and Las Termas (Santiago del Estero)
45
Unit for Rural Change Management Report 2010-2014
YEARS
2012-2013-2014 Results achieved during this period in numbers The programs and project within UCAR beyond promoting investment in infrastructure works and services, it also contribute to the rural sector institutional strengthening of public and private institutions as well as individual and collective capacity building to increase local competitiveness.
46
USD 493,732,066 invested
▶ synergy
USD 36,666,491
KILOMETERS
OF INFRASTRUCTURE WORKS Repair and rehabilitation of drainage and irrigation canals Repair of rural roads Expansion of the electrical grid to rural areas
of instruments
181 247 741
In the form of Non- Reimbursable Contributions granted to producers
▶
PUBLIC RURAL
INFRASTRUCTURE PROJECTS COMPLETED WITHIN THE PERIOD Irrigation and drainage
8
Road works Energy supply works
3 2
47
Unit for Rural Change Management Report 2010-2014
â–ś
48
PROSAP, Innovation transfer initiatives, carob bean production, Santiago del Estero.
▶ synergy
▶
far away, yet close by The opinion of international organizations
of instruments
▶ With the creation of UCAR by the end of 2009, the newly formed Ministry of Agriculture, Livestock and Fisheries was seeking an instrument to organize its foreign-financed sector-specific programs. I remember that the creation of the UCAR as the project coordination and implementation unit brought initially mixed feelings. On the one hand, the initiative for coordinated actions in the field was welcomed. On the other hand, a fear over potential interference that this change would have on the implementation of ongoing projects and programs. Experience to date has demonstrated that the fears were unfounded. UCAR has managed to ensure an effective supervision of ongoing projects. It has also led a diplomatic and practical transition of those projects that were under preparation. Today UCAR’s relevance and effectiveness are well recognized and the Unit is a benchmark for multilateral agencies supporting equitable development through agriculture in Argentina’s rural areas. As a project manager, the possibility to work with the same implementing unit for different projects is important because it simplifies interaction, enriches communication and facilitates dialogue on project activities. More importantly is the ability of UCAR to articulate the different actions, creating coordination and synergies between different projects and across the different financing agencies. Today, thanks to UCAR it is possible that activities financed by the World Bank through PROSAP support investments made from activities financed by the IDB (and vice versa) or that the definition of intervention areas in a the fu-
▶
ture Rural Inclusion Project are articulated within “sister” actions of IFAD-financed projects. UCAR´s ability to articulate and synergize actions in the field is a key strength and makes it a very valuable entity. It is an example on effectiveness for the coordination and implementation of sector-specific policies that other countries referred to for inspiration. Some important elements that have contributed to UCAR´s success include the highly competent and dedicated professional team with an unwavering commitment to promote inclusive development in rural areas, its ability to innovate and propose distinctive institutional arrangements and an excellent political dialogue with decentralized institutions. The main challenge for UCAR, in light of the significant growth of its portfolio of projects and programs, is to sustain its flexible structure that capable of coordinating a multitude of projects without creating excessive bureaucracy while also ensuring the long term sustainability of its actions and institutional stability. Renato Nardello
Project manager at the World Bank
49
Unit for Rural Change Management Report 2010-2014
â–ś In their struggle for equality, Latin America and the Caribbean are faced with the challenge of finding institutional structures capable of dealing comprehensively, effectively and efficiently with the implementation of inclusive and sustainable rural development objectives that the region seeks. Increasing the proven capacity to generate wealth in rural areas requires the development and, the effective implementation of differentiated policies and public investments that are capable of addressing the different needs, ecosystems and capacities and the diverse productive and social organizations including family farmers, small and medium-size agricultural and non-agricultural producers. Supporting this diverse group of producers increase their productivity and improve their market participation requires coordinated investment in infrastructure, design and adoption of appropriate technological packages, capacity building to strengthen communities and business organizations and facilitating access to information on market opportunities. A paradigm shift is needed in order to reduce inequality in Latin America and the Caribbean by fundamentally supporting rural areas increment their productivity capacity and increase their capacity to generate and distribute wealth among the rural poor so that in turn rural population increases their contribution to the economic and social growth of their countries. The Unit for Rural Change (UCAR) is the result of the need to demonstrate that the model of large-scale agricultural production, which exports and generates foreign exchange, can coexist with a territorial rural development approach targeting small and medium scale production, which produces food, goods and services for local markets and niche international markets. Both models generate wealth and economic and social benefits. The establishment of UCAR and its evolution in recent years has demonstrated some fundamental institutional prerequisites necessary to create conditions for inclusive growth and rural development with
50
equity. These include a strong ability to coordinate investment planning with regional and local stakeholders creating synergies and generating production improvements; an effective management capable of attracting and managing reimbursable and non-reimbursable loans and public funds, which are invested in a manner consistent with public policy expressly supporting the most excluded sectors; a strong commitment and adequate investment supporting rural producers organizations in agricultural and non-agricultural in the areas of intervention. Additionally, UCAR is adopting and improving management systems, impact assessments which overall makes reporting and accountability more transparent in terms of resources utilization and program results. . Hence, over the last five years UCAR has become the essential reference for many countries in the region. Government officials, Development cooperation agencies and farmer organizations to name a few have visited UCAR to learn first-hand more about it. Above all, UCAR has demonstrated that political will and commitment of the state and decision makers are essential to achieve differentiated policies on equity, public investment and timely transfer of technology and knowledge, and the recognition that the most excluded rural areas are part of the solution to poverty, exclusion and inequality problems that hindering inclusive development in the region.
Josefina Stubbs
Strategy and Knowledge Department, Associate Vice-President - International Fund for Agricultural Development IFAD
▶ synergy
of instruments
▶ ▶
PROSAP, Competitiveness Improvement Initiatives, Chaco.
51
Program for the Development
â–ś of the micro-region San
Pedro-La Esperanza, Jujuy.
▶
years 2015+
▶
continuity of the changes
Strategic management
Anniversaries are usually an opportunity to reflect on past work, accomplishment and to visualize on what lays ahead.. Thus, in this publication, UCAR’s fifth anniversary invites management to reflect on their own management. By examining the content of the preceding pages and considering change as a constant, one apparent aspect that emerges throughout is learning. Learning, has enable UCAR to actively adapt to changes, making it a more dynamic and flexible entity, though by no means amorphous. Its evolution has followed a trend of institutional consolidation driven by the power to transform rural policies through project implementation . The concern of UCAR’s management for establishing a conceptual framework for the organization that is known and shared is expressed in formal and informal speeches, documents and a number of communications, throughout these first five years. “These closing remarks, although extensive, are valuable given the conclusions reached during this event; it is good to try to give a conceptual framework to what we envision,” said Jorge Neme at the beginning of his closing speech at the
2014 Regional Conference held in Cafayate, Salta, an exemplary speech in this regard. Within this conceptual framework there are notions that are repeated again and again by technicians and officials—perhaps without unequivocal meaning, with greater or less frequency, sometimes spoken about in depth and at others, more briefly—when they talk about UCAR and its actions. This is the case for highlighting the important aspects such as the development of rural regions outside the Pampas; the use of the value chain approach ; the role of public institutions in corporations and regions; the desired to generate both social and economic impacts and the concept of territorial competitiveness; provision of differentiated policies to ensure equal opportunities for men and women, indigenous and nonindigenous, young and old, small, medium and large rural agents; the value of information and technology in creating wealth which is equitable access and distributed; a political dialogue with organized family farming and with private sector on the sustainability of policies; the importance of communication and images to demonstrate development
53
Unit for Rural Change Management Report 2010-2014
Favio Pirone
▶
Unit of Rural Organizations and Enterprises - Planning and Strategic Management Area
“UCAR has perfected their thinking and their line of work to generate opportunities (roundtable discussions with organizations) also with rural development programs. It has instill a culture within the UCAR so that potential beneficiaries or recipients of the services in each new foreign-financed operations, are always able to participate.”
54
progress. These concepts are articulated in a vision of public investment in developing country which support territorial integration, global linkages and the social cohesion of the country, while securing the welfare of people. In UCAR, management and reflection are interwoven in a way that is reminiscent of what the Canadian academic Henry Mintzberg said about the development of a strategy. In The Rise and Fall of Strategic Planning, a work published over 20 years ago, Mintzberg distinguished three strategic planning fallacies: the fallacy of prediction (the future environment cannot be predicted because it is impossible to predict the behavior of all of the actors involved); the fallacy of independence (the formulation of the strategy cannot be separated from management process, nor is it a formal periodic process); the fallacy of formalization (formal strategic planning procedures are insufficient to meet the constantly changing environment). The organizations that develop effective strategies have informal systems and promote learning by combining thought and action. In highly variable scenarios, what is needed is what UCAR practices and Mintzberg calls strategic management. Management’s reflections on the management also helps to enhance the role played by the individuals whose com-
mitment is the lifeblood of an organization. Just as strategy is built in the journey and the project, the future of an organization is built with experience and innovation, in tradition and audacity; brings together proven answers and fresh questions to address the inevitable change, that of the generations. At UCAR, an intermediate generation, individuals around 40 years old are avid learners who see the future with enthusiasm while working daily to “facilitate inclusive and equitable development in rural areas”. They are public servants, male and female officials proud to be part of the Ar▶
Graciela Kristof Unit of Agribusiness Development - Project Development Area
”We were able to consolidate multidisciplinary teams with a high degree of specialization to prepare projects that respond to the needs for rural development and increased competitiveness of regional economies while at the same time have a high quality meeting the eligibility requirements of international financial institutions working with the UCAR.”
▶ strategic
management
▶
gentine State of tomorrow, confidant that —in the words of Max Weber, the German theorist of state and social action— in politics what is not possible is false. In its sixth year of existence UCAR is emerging as the national agency of public investment for agricultural development that the Ministry needs to achieve.
▶
Hernán Braude Unit of Foresight and Research - Planning and Strategic Management Area
“(...) the combination of a variety of programs that shared, beyond the geographical area of intervention, similar medium and to some extent long-term implementation periods, and which actions are generally complementary, creates a greater impact than before when each program operated separately. I think it is in this regard that the challenges ahead emerge. (...) I think it is necessary to become more strategid (in planning), so that moving forward joint programs and projects form part of medium-term productive and territorial development strategies to ensure continuity and coherence of successive actions. In order to
define these strategies it is necessary to understand the (global and local) trends and prospects for the future development of agricultural production chains, as well as to bring in the local context, understanding that there are structural factors operating in different regions (...). The other challenge for public policy (...) in the future is ensuring a more active involvement of the private sector. The challenge to mainstream the development of economies outside the Pampas region requires not only an active commitment from the State with investments and actions with long-term results, but (...) also the mobilization of social, political and economic actors in those regions based on those strategies, and a call for capital and knowledge that they do not have. (...) The next big step at this stage is associated with UCAR’s consolidation role in the State. I am thinking on the crystallization of its performance as an agro-productive development agency (...) without losing the relative agility and flexibility it has today”.
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▶
ones and others
The voice of sector organizations and businesses ▶ The importance of UCAR lies in the medium and long-term strategic coordination and planning of rural development programs, which involves the management of resources and their use to generate opportunities and competencies of different stakeholders (organizations, producers, the state at all levels) in rural areas of Argentina, as well as public infrastructure and investment in private properties to add value at the origin and in agri-food production. In parallel, over the years UCAR programs, have promoted the dialogue among stakeholders, and provided resources to supporting the identification of needs and opportunities among stakeholders, planning and joint management, strengthening of participatory processes in rural areas and recognition of rights of the weaker rural segments. UCAR professionals working directly with farmers and with technicians at different government levels (provincial and local) have achieved some results worth highlighting, which include: recognition of the timeframes and needs of small farmers; guidance support to organized group in the decision making process based on defined priorities; empowered
them with management and advocacy tools; support provincial and municipal technical staff, providing them tools for public and project management and built their capacity to ensure compliance with the guidelines established by international organizations who contribute to UCAR. Therefore, I understand that professional that are able to work both with small farmers, while accompany the processes for implementing territorial approaches at a provincial and municipal level are the backbone of the organization like UCAR.
▶ UCAR works with different organizations, it works with everyone and is not tied to just one organization. Its doors are open, offering access to training and participation in productive projects. We know that they work in every region of the country and that is valuable to us. There is knowledge transfer and participatory work. Benigno López
National Farmers Front
Luciana Soumoulou
Federación Agraria Argentina (Argentine Rural Federation)
▶ Our organization’s close relationship with UCAR and its technical team helped us understand on one hand the institutional need and importance , and on the other, the importance of having an integrate vision that incorporates rural issues, the agricultural perspective and matters related to our organizations. Héctor Agüero
National Farmers Front
56
▶ strategic
▶ FECOFE is a relatively new organization and UCAR has supported us in consolidating our vision within the Federation of Cooperatives, and many FECOFE organizations have accessed various technical assistance and financing programs, which has also made it possible to implement several value added projects, which would have been very difficult to do without UCAR’s support. Esteban Mota
Argentine Agrarian Youth Movement - FECOFE
management
▶ The integration between the public and private worlds extends beyond purely economic terms. The complexity of the world we live in requires multiple views and interactions to achieve more sustainable solutions. One of the myths that must be broken is the division between public and private sectors. The best experiences are those where the public and the private sectors work together, integrated in civil society processes and in the R&D&I system. There are four aspects needed to generate virtuous circles in the territories where individual interests coincide with the common good, driving a dynamic process that generates common goods. Likewise, society no longer tends to think in large and small (...), but between those who adapt to change and are aware and those who do not. In this sense the integration between players of different sizes but with a common vision of the future is increasingly necessary. Opportunities for smaller actions and sustainability of large actors are linked to a common end result. I think we are moving toward systems led by small production units coming together to generate scales and working alongside larger companies in a shared leadership in which systems are capable of creating economic value as well as social value, rethinking products and markets and redefining value chains. UCAR has become a place where these processes flow with ease, transforming into proposals and solutions to the problems confronted in rural areas. UCAR today is an example of a modern, highly
▶
professional state agency, operating in a results-based management, with transparent use of resources and networking with civil society organizations, companies, etc. which makes it possible to address the “last mile”. Today UCAR is the key instrument for the Federal Government to embark on this journey along with the always dynamic and innovative private sector. Gustavo Grobocopatel Businessman
Mauricio Moresco Consultant
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▶
the hope of development The micro-region of San Pedro and La Esperanza
▶
Excerpt from the document REHABILITATION OF LA ESPERANZA, NEW OPPORTUNITIES ARE CREATED, UCAR, 2014
“The work in the territory soon revealed that the sugar factory Ingenio La Esperanza (ILE) alone could not provide all of the answers to the economic and social needs of the region. Inspiration would have to come once again from the history of San Pedro, when it was known as the “Pearl of the Line” (“line” for the railway line) when it was one of Jujuy’s production centers with its sugarcane plantations along the production of tobacco, sorghum, maize, beans, fruit and vegetables and livestock (cattle, pigs and goats). In its heyday, it was also a major logging center.” “For this reason, beyond the administration and modernization of ILE program, the national and provincial governments defined a comprehensive strategy to rebuild the regional social and productive sector in the region. The aim of the the micro-region of San Pedro and La Esperanza program to rebuild the social and economic matrix, by addressing the prevailing social problems and increasing its competitiveness by strengthen existing ones production chains and identifying business strategies to develop new production chains.” “The Management and Follow-Up Committee in charge of the program opened an office in San Pedro and provincial, national and international organizations as well as local efforts in the area were called in. A milestone in this ambitious plan was achieved in February 2014 when the World Bank defined the micro region of San Pedro and La Esperanza as an eligible area for receiving financial support and investment to improve its competitiveness and develop new productive activities in the region.”
58
In February 2014, the World Bank became one of the potential financing institution for the productive investment program in San Pedro and La Esperanza, along with IDB, CAF and IFAD (FAO is a collaborative partner in technical aspects).
$ 167,024,671 of public investment
In numbers
(*) as to December 31, 2014
2,000 families involved
6,000 ha for forestation
1,572 job positions (direct, indirect and temporary jobs)
180 ha with irrigation supply (when works are completed)
7 development projects for different value chains
50% increase in sugar production in comparison to the production in 2013
120 sugar cane producers were benefited
12 million liters of alcohol were produced, 35% more than the amount produced in 2013
▶ strategic
management
▶
BOLIVIA
References
Zoom area
Local Coordination Office Management and Follow-Up Committee and FAO office
Jujuy CHILE
Salta
Specific area
ARGENTINA
Jujuy
San Salvador de Jujuy 9
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A R G E N T I N A
Micro-region San Pedro and La Esperanza
Native forest management – plot 2B Yearly use areas Sustainable management plan Protection Future management plan Forestry management Enrichment area Productive projects Milk production Honey value chain development Vegetable value chain development Porcine cattle area Genetic center for porcine cattle Poultry area Egg processing plant Cultural activities
On July, 8th 2013 the 131st sugar cane harvest was initiated in the sugar factory Ingenio La Esperanza. From that moment onwards, thanks to the help of the Management and Follow-Up Committee —coordinated by UCAR within the Ministry of Agriculture, Livestock and Fisheries — which unified a number of forces and efforts to promote a complete productive restructuring of the factory, synergizing the work of the provincial government of Jujuy and the national government. As a result, the 132nd sugar cane harvest in 2014 was the first mechanized harvest in the history of La Esperanza.
Sugar cane complex Strengthening of the production structure of sugar cane small producers Productive restructuring of Ingenio La Esperanza Organic sugar cane
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â–ś
60
PROSAP, modernizing of the irrigation system, Arroyo Grande, Mendoza.
▶ strategic
▶
constant renovation An evolving portfolio
▶
LOAN OPERATIONS COMPLETED IN 2010 – 2014
LOAN OPERATIONS PRIORITIZED IN 2010-2014
▶ In USD
▶ In USD
Year 2010
During the first five years of implementation, the evolution of the investment portfolio led by UCAR has been very dynamic. Operationally, new programs and projects were constantly initiated as others came to an end. Administratively, additional financial institutions (CAF, FONPLATA) joined the original financial institutions (World Bank, IDB, IFAD). Soon other institutions including: OFID and the Saudi Arabia sovereign fund will also be joining increasing the diversity of financing sources. This highlights the existing institutional professional capacity to support the comprehensive delivery of ministerial policy initiatives.
management
IBRD 4150 AR – PROSAP I IBRD 7425 AR – PROSAP I
Funding 105,412,608 37,000,000
Year 2011
2011
2012 FIDUCIARY FUND E-4 AR
125,000,000
IDB 899 OC - AR 1 PROSAP I*
150,000,000
CAF 7792 - AR – PROICSA
2013
IDB 899 OC - AR 2 PROSAP I*
50,000,000
IDB 2740 OC - AR – PRODAF
IBRD 7478 PROINDER ADDITIONAL
45,000,000
IDB 2853 OC - AR – FORESTRY ADAPTATION FUND – Family farming NEA
2012 IFAD 514 – AR PRODERNOA
19,753,983
2014 BIOENERGY – ATN/OC - 13343-AR (1) CAF – AR – IRRIGATION AREAS
2014 IDB 2086 PROVIAR IDB 1956 PROSAP II PRODERPA IFAD 648 - AR PRODERPA TOTAL
IDB 3255 OC – AR AQUACULTURE
50,000,000 200,000,000 20,512,324
802,678,915
230,000,000
IDB 2573 OC - AR – PROSAP
IFAD 848 - AR – PRODERI IDB 899 OC - AR 3 – PROSAP I
Funding
FONPLATA – BORDERING AREAS IBRD – PROSAP III IFAD/ OFID – PROCANOR TOTAL
7,530,429 45,327,565 100,000,000 30,000,000 60,000,000 5,640,000 228,000 60,000,000 30,000,000 18,400,000 500,000,000 24,018,000
1,111,143,994
(*) Redirected
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YEARS 2010-2014 Five years of public investment in development UCAR implementation of the Ministry’s public investment programs and projects financed by international institutions, contributes to a more competitive and social justice rural change.
62
USD 934,926,376
KILOMETERS
OF INFRASTRUCTURE Repaired and rehabilitated drainage and irrigation canals
662
USD 58,562,052
Repaired rural roads
727
In the form of grants to producers
Electric power lines to rural areas
Investment amount
5,566
▶ strategic
IRRIGATION
PUBLIC RURAL
Irrigation and drainage
FROM INFRASTRUCTURE WORKS
159,279 of irrigation works
14
Road works
3
Energy supply works
4 1
▶
IMPROVED HECTARES
PROJECTS IMPLEMENTED AND UNDER IMPLEMENTATION
INFRASTRUCTURE PROJECTS COMPLETED DURING THE PERIOD
Water resources management
management
During the period 2010-2014, 16 projects were implemented
Nowadays, 10 projects are under implementation
totaling USD 181,584,116 TOTAL INVESTMENT 26 PROJECTS: USD
418,118,355
1,564,482 of road repair works
310,000
of water resources management projects
BENEFITED PRODUCERS
57,000
producers and their families were benefited from the implementation of productive programs
47,000
producers and their families were benefited from infrastructure works
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â–ś
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PRODESPA, sea food production, Chubut.
▶ strategic
▶
management
▶
far away, yet close by The opinion of international organizations
▶ The Unit for Rural Change (UCAR) of the Ministry of Agriculture, Livestock and Fisheries of Argentina is one of the leading government agencies transferring high-quality capabilities to the rural population. It is an example of public institutional strengthening which will unfold in the new century in relation to family farming and rural development in South America. UCAR has become an efficient implementing agency for programs and projects in the field. Its technical staff is also distinguished participant in the political dialogue process at the regional MERCOSUR Specialized Meeting on Family Farming (REAF), which debates enrich the regional public policies on food security and sustainable food production.
▶
PRODERPA, ACCAN association, cattle project in Comunidad Raquithué, Neuquén.
José Graziano da Silva Director General of FAO
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PROSAP, non-refundable
â–ś grant, tangerine packing plant, Buenos Aires.
66
▶ strategic
UCAR: a firm step towards building a new institutional framework to coordinate the development of regional economies Ricardo Vargas del Valle
Former - IDB Project Manager for Argentina
▶ During the mid-nineties the Provincial Agricultural Development Project (PROSAP) was created as part of a strategy to promote the development of regional economies—whose lack of basic infrastructure and access to agricultural services placed them at a clear disadvantage in comparison to the bountiful fertility and excellent geographical location of the Pampas —the planners of that time never imagined they were laying the foundations of a new era in agricultural relations between the federal government and the provinces. What’s more, even today, there are many public policy planners
management
that have not yet realized the strategic importance of the existence of a strong and well equipped institution within the federal government whose mission is to articulate the broad strategic objectives of national agricultural policies with regional priorities defined by different provinces, to stimulate the growth and development of agro economies. When the Unit for Rural Change (UCAR) was created in 2009 as the specialized agency of the new Ministry of Agriculture, Livestock and Fisheries to manage all agricultural sector public programs and projects financed from foreign credit, the Central Implementing Unit of PROSAP had already gone a long way toward building an efficient institutional framework that ultimately managed and administered the loans from the Inter-American Development Bank and the World Bank very effectively. Thus, UCAR benefited from the experiences and lessons learned over the course of more than ten years by the CIU of PROSAP, this was an enormous help, not only in terms of assuming responsibility for implementing many other programs whose implementation was moving very slowly, but also managing successfully the approval of new loans for two programs in new areas of intervention that made it possible to complement in a more comprehensive manner the public
▶
policy in support of the sector. As a result, UCAR is now responsible for a large and comprehensive range of programs and projects funded by multilateral development banks covering virtually all areas of intervention required to generate the public goods needed to support the development of the sector. It is important to emphasize that the above was made possible not only with the presence of an eminent group of highly qualified, well experienced professionals with a clearly commitment to PROSAP’s mission, but also by the existence of large economies of scale at the institutional level that were generated throughout the years thanks to the continuous improvement and refinement of the institutional organization very cleverly conceived by a clear and stable management. So, little by little, units and suitable working areas were introduced to PROSAP’s institutional framework to address the most paradigmatic topics in development projects which were later introduced in the scheme of UCAR, from which stand out the following: project management of public infrastructure and services projects as well as project on competitiveness in food production with value addition at the source; the strengthening of provincial institutions; project preparation and strategic planning with territorial development ap-
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proaches; project monitoring and evaluation, including more rigorous and systematic analysis of results and impacts; the methodical application of environmental safeguards and adaptation to climate change to ensure sustainable development; and consideration of gender, social inclusion, ethnic and generational diversity in projects analysis to improve the distribution of the benefits of development among disadvantaged — and in some cases, the most vulnerable— population segments. All of this was accompanied by common areas of support critical to the proper management and development of projects, such as financial management, human resource management, legal support and management of procurement processes. Finally, UCAR, being created in the image and likeness of PROSAP’s successful CIU, has always had a comprehensive institutional structure that allowed it to grow quickly and assume the aforementioned responsibilities. One of the great benefits resulting from the creation of UCAR was to allow a broader coordination of public investment policy in the field, which has generated significant synergies and complementarities between programs. In other words, it has highlighted the possibility to approach development from a territorial perspective that is more comprehensive and appropriate. .
68
Finally, it is important to note that the development process and public institutions capacities faced a great challenge, which, in our opinion, requires the development of regional agrifood economies in Argentina. Undoubtedly, UCAR is a firm step toward that objective but it is necessary to consolidate a stronger, lasting institutional framework. Perhaps one solution could be the creation of a specialized autonomous agency with a well-endowed budget responsible for addressing the demands of the provinces and integrate them with national objectives and sector-specific strategies. It is worth thinking about this.
▶ strategic
management
▶ ▶
PRODERPA, strengthening trade and production of a small animal fiber producer association, Neuquén.
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70
▶ strategic
management
▶
▶
PROSAP, agriculture development and management of irrigated areas, San Juan.
71
▶
PRODERPA, strengthening trade and production of animal fiber activities in Neuquén.
72
▶
Men and Women working at UCAR
▶
a cornerstone of the management Andrea Trabucco
Human Resources Management Area
In the process of establishing an institution like UCAR, the human resources is a critical element. How many men and women work at UCAR and what are they like? Currently1,, there are 417 people working at headquarters under various types of contracts, of which 8% are in Framework of the Law of National Public Employment Regulation. The workforce is comprised mostly of young people between the ages of 31 and 45, the average age is
37. Overall, there is a balance in gender distribution in the organization, with slight predominance of women (52%). At the managerial level, men hold the majority of top management level—heads of Areas and Staff Units- positions as well as third tier—heads of sector- with 58% and 67% respectively. Women on the other hand hold 69% of the second tier management positions—heads of units—. At the technical level, there is an equal distribution in gender among lead technical project officers, The highly technical nature of the institution is evident in the training of its staff: four out of five people who work at UCAR have completed or are currently enrolled in university programs. Of these people 58% have completed their studies. These numbers are particularly significant considering that almost a third of the working fore are between 18 and 30 years of age, therefore students comprise 87% of those without graduate degree. Furthermore, two out of
five university graduates who do not have a post-graduate degree are currently pursuing one. The professional profile -university graduates and enrolled students- is diverse, as is expected given the wide variety of issues addressed by UCAR. 37% percent have a background in economics or administration (economists, administrators, accountants, information systems/computing); 18%, in sciences related to agronomy or natural resources (agronomists and forestry engineers, environmental management, veterinarians, biologists); 15% in social sciences (with a degree in sociology, psychology, anthropology), and the rest in other disciplines such as law, political science, international relations; communications and design. An area worth highlighting is engineering— civil, road, electronic, mechanical— although a minority in proportion, it plays a key role in the preparation of engineering projects.
1. Information as of December 31, 2014
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the people in UCAR
▶
CONSULTANTS
AGE
PROFESSIONAL PROFILE
▶ Amount and percentages
▶Number of consultants
▶Amount and percentages
Women
Men
217 (52%)
200 (48%)
31 to 45 years old 200 (48%) Up to 30 years old 132 (32%)
NUMBER OF CONSULTANTS
417
46 years old or more 85 (20%)
Degree in Economics
37%
Degree in Social Sciences
27%
Degree in Agronomy
18%
Degree in Law Others
EDUCATION LEVEL Up to secondary school
Tertiary education, undergraduate or graduate
University degree, undergraduate or graduate
35
45
337
72 people who are university graduates also have post-graduate degree and 104 are currently pursuing a post-graduate degree
74
7% 11%
▶ men
▶
continuous training of UCAR’s professionals
and women working at ucar
TYPE OF INSTITUTION THEY ATTEND
Public
130 (75%)
DEGREES PURSUIT BY GRANT RECIPIENTS ▶ Amount and
percentages
National University of Buenos Aires National University of Cuyo National University of General Sarmiento National University of La Plata National University of Salta National University of San Martín National University of Santiago del Estero National University of Tres de Febrero
Master’s degree
Postgraduate
▶
AREAS OF STUDY
Food and Agribusiness
Institutional Communication
Rural Development
Administration and Public Policy
Social Economics
Finance
Environment
Irrigation and Drainage
Renewable Energy
Rural Social Studies
66 (38%)
69 (40%)
Private Specialization
39 (22%) 174 GRANT RECIPIENTS IN THE PERIOD 2010 - 2014
44 (25%)
Catholic University of Cuyo Latin American School of Social Sciences (FLACSO) Argentine Catholic University University of El Salvador
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Santiago Videla Balaguer
▶
President of the Board of Directors of APUCAR
“The process started in the second half of 2013 bringing together workers in a general assembly, where a decision was made to form a unionlike association. Representatives were chosen from within the organization to draft the association statute. This was debated and subsequently approved in the general assembly and an electoral commission was appointed to elect officers. As a result, in December of the same year, with close to 270 affiliated workers (today there are around 310), APUCAR elected its representatives, who took office in January 2014. APUCAR is a constructive space, which, in addition to strengthening and defending the workers’ rights, brings more humanity to the technical aspect of the institution. Today the value is not only place in the results, technical aspects and the products, but the value of human aspect is also being considered more, thus taking a different worldview, which is often lost when the focus is only on the results.”
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▶ men
and women working at ucar
▶
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78
▶ men
and women working at ucar
▶
▶
PRODERI, breeding of camelids, Jujuy.
79
▶
PROSAP, Rural energy supply, Neuquén.
80
▶
Appendix 5 years of programs and projects
▶
what lies beneath the name
▶ Portfolio of programs and project under implementation Program
LOAN
total amount (USD)* Inicio (d/m/y)
▶ Portfolio of fully implemented programs and projects
Fin
Programa
(d/m/y)
PROSAP
IDB 1956/OC-AR
297,567,996
17/4/08
17/4/14
Gender MERCOSUR
PROSAP
IDB 2573/OC-AR
287,500,000
1/6/12
1/6/16
PRODAF
IDB 2740/OC-AR
41,000,000
Forestry - Competitiveness and Sustainability
IDB 2853/OC-AR
PRODESPA
IDB 3255/OC-AR
Préstamo
Monto total (USD)* Inicio (d/m/y)
Fin
(d/m/y)
AECID
214,087
5/1/10
31/12/13
ARMONISAN
ALA / 2005-17887
9,800,000
22/6/66
23/5/14
30/1/13 31/12/17
PROVIAR
IDB 2086/OC-AR
75,000,000
31/3/09
30/9/14
74,800,000
1/1/14
31/12/18
PROINDER Additional
IBRD 7478-AR
54,000,000
1/5/98
30/6/11
55,000,000
1/1/15
31/12/19
PRODERNOA
IFAD 514-AR
20,919,605
21/11/00 30/6/11
Sustainable Management of Natural Resources IBRD 7520-AR
25,000,000
27/2/09
31/3/14
PRODERPA
IFAD 648-AR
20,000,000
27/6/88
30/9/14
PROSAP
IBRD 7597-AR
417,712,500
27/3/09
27/3/14
IDB 899/OC-AR 1
248,889,770
23/4/04
30/9/11
PROICSA
CAF 7790/92-AR
140,000,000
23/4/12
30/4/15
IDB 899/OC-AR 2
59,802,839
23/4/04
30/6/11
New Irrigation Areas
CAF 8581-AR
80,000,000
1/1/15
31/12/19
IDB 899/OC-AR 3
155,752,504
26/3/96 31/12/08
PRODEAR
IFAD 713-AR
44,107,700
17/10/08 31/12/15
IBRD 4150-AR
105,000,000
20/1/98
30/5/10
PRODERI
IFAD 848-AR
112,632,091
7/12/11 31/12/18
IBRD 7435-AR
46,432,677
16/8/77
30/5/10
GEF TF090118
7,000,000
Biodiversity Conservation
9/12/08
28/2/15
PROSAP
* Loan Agreement and local contribution
* Loan Agreement and local contribution
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â–ś
current portfolio
Total investment of the current portfolio
PROGRAMS AND PROJECTS PER PROVINCES
Investment Areas
As of January 1, 2015
USD 1,582,320,287 Innovation Infrastructure Institutional Strengthening Local Development Value chains and clusters
Financing institutions
IADB IBRD IFAD CAF
Number of Programs and projects 1
82
GEF
17
▶ appendix.
5 years of programs and projects
Sustainable Management of Natural Resources
Biodiversity Conservation in Productive Forestry Landscapes Project General Objective Incorporate biodiversity conservation in the management of forest plantations in Argentinian ecosystems of regional and global importance.
General Objective ▶▶ Develop forestry policies for the sustainable growth of this sector
This project was formulated in the framework of the Planted Forests Component of the Sustainable Management of Natural Resources (SAGPyA – IBRD), taking into account previous experience on planted forest from the implementation of the Forestry Development Project (SAGPyA – IBRD 3948-AR) and its synergies to other projects financed by the Global Environment Fund (GEF).
▶▶ Support
Participating institutions include national, provincial and local forest institutions. Target Group Small, medium and large forestry producers.
▶
▶▶ Promote
training programs
the integration of small producers to the forestry value chain
COMPONENT 1 Native Forests and their Biodiversity Implemented by the Secretariat of Environment and Sustainable Development, the National Office of the Chief Cabinet of Ministers. COMPONENT 2 Sustainable Forest Plantations Implemented by the Unit for Rural Change within the National Ministry of Agriculture, Livestock and Fisheries. This component fosters the introduction of sustainable forestry practices in planted forests in order to promote the development of rural communities. COMPONENT 3 Protected Areas and Conservation Corridors Implemented by the National Parks Administration, within the National Ministry of Tourism. Areas of Implementation Mesopotamia, the Pampas, the Delta, Mendoza, the Andean Patagonia, the Irrigated Valleys in Patagonia and the Argentine Northwest (NOA).
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Sustainable Fishing and Aquaculture Developement Program General Objective Contribute to the sustainable development of fishing and aquaculture in Argentina by improving the public sector capacity to provide quality information and data to ensure the sustainable management of marine fishery resources. Improve the capacities and the competitiveness of the aquaculture sector by supporting aquaculture production and the sustainable development of the value chain. Main Aspects ▶▶ Strengthening the National Fisheries Research and Development Institute (INIDEP) through the acquisition of oceanographic fishery research vessels ▶▶ Increasing
the institutional capacities of the Aquaculture Office
▶▶ Sustainable
development of the aquaculture value chain in the NEA (north-eastern region of Argentina)
▶▶ Technical
assistance to producers through the:
• Aquaculture products commercial development Plan • Strengthening commercial market linkages, and designing and implementing strategies and resources to promote aquaculture products Sub-implementing Unit National Fisheries Research and Development Institute (INIDEP) Areas of Implementation National scope. Priority areas: Sea coast areas, from Mar del Plata to Ushuaia (Provinces: Buenos Aires, Río Negro, Chubut, Santa Cruz, and Tierra del Fuego) and the NEA (Provinces: Chaco, Corrientes, Formosa and Misiones).
84
Development of Rural Areas Program General Objective Contribute to the social and productive integration and inclusion of people living in the rural areas in Argentina, by: ▶▶ Creating
and fostering conditions that enable the sustainable growth and development of rural areas within regional economies,
▶▶ Increasing
income and improving living conditions, and
▶▶ Promoting
the sustainable use of natural resources, paying special attention to young people and indigenous people.
Areas of Implementation National scope. Priority areas: Chaco, Córdoba, Corrientes, Entre Ríos, Mendoza, Misiones, San Juan, Santiago del Estero.
▶ appendix.
5 years of programs and projects
Inclusive Rural Development Program General Objective Improve social conditions and production of rural families, increasing their income and creating alliances between different economic actors.
▶
Family Farming Development Program
Modernize, broaden and increase family farming production.
General Objective Contribute to increasing the income of family farmers by improving their productivity. The program promotes the use of new technologies and provides technical assistance and training in technology, financing options, and trade and association management.
Support the long term participation and integration of family farmers in markets and value chains.
▶▶ Participation
Create employment opportunities and improve women, young people and rural workers’ income. Areas of Implementation National. Priority Areas: Catamarca, Tucumán, Salta, Jujuy, La Rioja and Santiago del Estero.
Main Aspects
of family farmers in different stages along the value chain.
▶▶ Development
of competitive value chains to create local added value and promote economic and social development and facilitate integration into national and international markets.
▶▶ Increase
added value to local primary products
▶▶ Increase
employment opportunities
▶▶ Increase
access to market
▶▶ Create
stable conditions to improve the ability to negotiate prices and trade
Areas of Implementation Chaco and Entre Ríos. Target Group Small family farms with agricultural or livestock establishments.
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Provincial Agricultural Development Program
Forest Sustainability and Competitiveness Program
General Objective Support the development of regional economies by focusing primarily in strengthening the agro-industrial sector and supporting particularly small and medium size producers, entrepreneurs and rural businessman increase their productivity, sales volume and competiveness in domestic and international trade markets.
General Objective Contribute to the sustainable management of forest plantations and improve the competitiveness of Micro, Small and Medium-scale Enterprises (MSMEs) by facilitating their access to value chains and markets.
Intervention Areas ▶▶ Irrigation and Drainage (Management and Administration of Water Resources)
▶▶ Up
▶▶ Rural
▶▶ Research
Infrastructure (Rural Roads, Rural Electrification)
▶▶ Commercial
Development
▶▶ Technology
Development
▶▶ Agricultural
Health
▶▶ Animal
Health
▶▶ Institutional
Strengthening
▶▶ Agricultural
Information Systems
▶▶ Land
Titling and Regularization
▶▶ Alternative
Energy Sources
▶▶ Management
and Conservation of Natural Resources Services
Main Aspects to date forest inventory;
▶▶ Implementation
and technology transfer to producers;
▶▶ Strengthening ▶▶ Improvement ▶▶ Building ▶▶ Non
of a timber legal verification program;
the national system of pest and disease prevention and control
of public forestry nurseries
production and service centers
Refundable contributions:
• Promoting adoption of production technologies in the province of Misiones • Promoting adoption of improved technologies in nurseries • Supporting applied research projects in priority topics Sub-implementing Units Provincial Government in Misiones National Institute of Agricultural Technology (INTA) Areas of Implementation National Scope. Priority areas: Norte Grande region and the Pampas, irrigation areas in Cuyo and Patagonia.
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New Irrigation Areas Program – Phase 1
▶
Program to Increase Sugar Sector Competitiveness in the North-West Area
General Objective Develop new irrigated areas by sustainably increasing the availability and quality of water resources for irrigation. the aim is to expand the supply of water and improve the quality of agricultural products, increasing small and medium producers’ profitability and income.
General Objective Promote competitiveness of the sugar industry in the Argentine Northwest through product transformation and diversification strategy.
Main Aspects ▶▶ Public irrigation and water resources management infrastructure works
1. Construction of new distilleries or the expansion of existing ones for bio-ethanol (anhydrous alcohol) production
▶▶ Connective ▶▶ Technical
roads and rural electrification works
assistance, training and technology transfer
▶▶ Institutional
strengthening of beneficiary institutions related to irrigation systems
▶▶ Procurement
of operation and maintenance of irrigation systems equipment
Areas of Implementation National Scope
Components The program has 5 components:
2. Management of effluent and other residues treatment, within an environmental management framework 3. Improve and/or expansion of sugar milling and production facilities. 4. Increase the productivity of sugar cane plantations through the installation of new pressurized irrigation systems 5. Strengthening the production and market access of small sugar cane producers
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Unit for Rural Change Management Report 2010-2014
Adaptation Fund under the United Nations Framework Convention on Climate Change Project UCAR is the National Implementing Unit (NIU) for the fund. It is responsible for the overall implementation of the national program as well as overseeing all reporting requirements to the Adaptation Fund. Enhancing the adaptive capacity and increasing resilience of family farmers in the Northeast of Argentina Objectives small family farmers’ adaptive capacity and resilience to the impact of climate change.
▶▶ Increase ▶▶ Increase
small farmers’ resilience to the increasing intensity of hydro-meteorological events such as floods and droughts
▶▶ Strengthen
the systems for agro-production and hydro-meteorological monitoring to improve the institutional capacity for assessing climate change and its impact on subsistence farming systems.
▶▶ Increase institutional capacity as national, provincial and local levels for processes related to decision
making and the management of adaptation measures and actions in regard to climate change and variability in northern Argentina.
Implementing Units ▶▶ Agricultural Risk Office (ARO) within the Ministry of Agriculture, Livestock and Fisheries ▶▶ National
Institute of Agricultural Technology (INTA)
▶▶ Climate
Change Office (CCO) within the Secretariat of Environment and Sustainable Develop-
ment
Areas of Implementation Chaco, Santa Fe, Corrientes and Santiago del Estero.
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▶ appendix.
▶
5 years of programs and projects
▶
portfolio of implemented programs Investment Areas
Financing institutions
Innovation Infrastructure Institutional Strengthening Local Development Value chains and clusters
IADB IBRD IFAD E.U. AECID
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Small Farmer Development Project – Additional financing Objectives
▶▶ Improve
quality of life of poor rural families, reducing their vulnerability, and strengthen institutional capacity at the national and provincial level in rural development issues.
▶▶ Several
actions were carried out to complement the objectives proposed in the initial PROINDER: • Extending the original targeted communities to include non-farming poor rural communities, rural indigenous people, subsistence farmers, agricultural rural workers and non-farming communities with Unsatisfied Basic Needs (UBN). • Financing non-farm projects and services aimed at improving the quality of life and the communication system of targeted communities. • Creating a subcomponent to strengthen the small farmers’ organizations.
Intervention Areas National scope Results The project reached 36,545 families through more tan 3,000 implemented subprojects.
90
North-Western Rural Development Project Objectives in farm activities and rural services to maximize resources for small farmers and vulnerable groups.
▶▶ Invest
▶▶ Non-farm
activities
▶▶ Improve
productivity of farm and non-farm activities, and of agri-industrial busi-
▶▶ Improve
capacities for business management, business plans and participation in
nesses.
markets.
▶▶ Promote ▶▶ Provide
the regularization on land titling
assistance for extremely poor focus groups.
Areas of Implementation Catamarca, Tucumán and La Rioja. Results The project reached 22,153 families. • 13,241 families had access to technical assistance, training and funding. • 8,912 families were beneficiaries of credit funds and funds for vulnerable communities.
▶ appendix.
5 years of programs and projects
Cooperation for Harmonization of Veterinary and Plant Health Standards and Procedures, Food Safety and Differentiated Agricultural Production General Objective Identify the procedures implemented by the European Union (EU) and use them as guidelines to improve trade flows and the Exchange of agricultural products within the Southern Common Market (MERCOSUR) and between MERCOSUR and other countries. Main Aspects ▶▶ The project is particularly important for MERCOSUR, as it promotes regional integration and the coordination of a regional policy in trade negotiations. ▶▶ The
project‘s framework is the Memorandum of Understanding 2000-2006 signed between EU and MERCOSUR in 2001.
▶
Regional Program for the Institutional Strengthening of Gender Equality Polices in Family Farming in MERCOSUR Objectives
▶▶ Strengthen
institutional capacities and gender policies for family farming in MERCOSUR within the relevant institutions (regional ministries of agriculture and rural development).
▶▶ TPromote
opment.
public policies fostering the effective insertion of women in rural devel-
Components 1. Exchanges between government officials and family farming organization representatives 2. Research about gender differences in the access to technical assistance, financing, land ownership and trade opportunities. 3. Training for government officials, specialists, civil organizations and family farmers.
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Small Producers Integration to Wine Production Chain Project
Patagonia Rural Development Project Objectives ▶▶ Improve economic and social conditions of poor rural communities in Patagonia. ▶▶ Promote
Objetivos ▶▶ Strengthen integration between wine small producers, winery owners and fresh product packers.
▶▶ Provide
▶▶ Improve
the beneficiaries’ development of abilities that allow them to increase their income, assisting them in the creation of small, sustainable businesses. regular access to rural markets and to technical support services for the development of new and profitable business related farm activities, livestock activities, forestry, micro-enterprises, and hand crafting.
▶▶ Develop demand-driven and market-oriented trade strategies that promote participa-
tion and association.
Implementation Areas Neuquén, Río Negro, Chubut and Santa Cruz, with a differentiated territorial approach for each micro-region.
92
▶▶ Guarantee
that vineyard production is placed on the market
small producers and winery owners’ income and stability.
Target Group Producers, winery owners, packers and other actors involved in the value chain. They receive technical and financial assistance to improve their businesses.
▶ appendix.
5 years of programs and projects
▶
▶
PROSAP, Non Repayable Contribution, kiwi production, Buenos Aires.
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Unit for Rural Change Management Report 2010-2014
Advising and General Secretariat
Social and Environmental Unit Mario Nanclares
Valeria Terzuolo
Internal Control
Rosa María Koch
Roque Ferraro
Program and Project Management
Project Formulation
Institutional Development
Planning and Strategic Management
Raúl Castellini
Mirta Botzman
Néstor Murgier
Susana Márquez
Productive Development
PROSAP Services and Infrastructure
Production Infrastructure
Relationship with National and International Financial Institutions
Objective and result-based management
Daniela Raposo
Teresa Oyhamburu
Mirta Botzman
Alejandra Asad
Romina Castello
Capacity Strengthening of Provincial Implementing Units
Foresight and Research
Valeria Guido
Hernán Braude
Training
Rural Organizations and Enterprises
María Soledad Rodríguez
Favio Pirone
PRODEAR Santiago Blazquez
Irrigation and Drainage Adrián Zappi
PRODERI Agustín Pérez Andrich
Technology Transfer Martín Dotras
PROICSA Ana Etchegaray
Rural Energy Ernesto Nava
PRODAF Daniela Raposo
Rural Roads Juan Sosa
FORESTRY Florencia Reca
Agri-food Services Pablo Pintus
PRODESPA
Public Structures Assistance Héctor López
Technical Unit Juan Nava
New Irrigation Areas – CAF Héctor López
Competitiveness and Non Repayable Contributions Pablo Sívori Competitiveness NRC Agustín Pérez Andrich Trade and Markets Rural Financial Services
94
Legal Affairs
Irrigation and Drainage Rural Energy Rural Roads
Agribusiness Development Graciela Fernández
Technical Assistance Graciela Kristof
Press and Communication Ana Della Bella
▶ appendix.
5 years of programs and projects
▶
EXECUTIVE DIRECTOR
Jorge Neme
Management Control
Administration, Finance and Accounting
Procurement
Human Resources Management
Mariano Poledo
Jorge Bacalov
Marcelo Bonanno
Andrea Trabucco
Results Assessment Martín Amado
Project Monitoring and Control Ana Pont Verges
Budget and Operation Control Patricia Gannon
Systems and Information Technology
Accounting Humberto Speziale Accounting and Reports Payments
Finance Bárbara Marengo
Infrastructure
Human Resources Administration
María Cavanagh
Carolina D´Arielli
Business and Services Cristina Benegas
Human Resources Planning Karina Cersósimo
Technology Gabriel Soteras
Treasury Financial Planning Disbursement, Agreements and Sub-implementing Agencies
Ma. Ángeles Calvino Disbursement Agreements Sub-implementing Agencies
Budget and Annual Operation Plan Soledad Di Giorgio
State Assets Verónica Bovo
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UCAR | REPORT 5 YEARS | 2010 - 2014
www.ucar.gob.ar
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REPORT
5
YEARS 2010 - 2014
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