Integration of the Principles of Responsible Investment in Agriculture and Food Systems CFS-RAI from the Local Action Groups: Towards a Model of Sustainable Rural Development in Jauja, Peru
Abstract
:1. Introduction
1.1. The CFS-RAI Principles as an Embodiment of the SDGs
1.2. Local Action Groups
- Location and characterization of the territory and communities.
- Prioritization of problems and opportunities.
- Identification of available resources.
- Analysis of the condition of the available resources.
- Prioritization of development initiatives on endogenous resources.
- Implementation of projects that promote the integral development of communities.
1.3. Working with People Approach (WWP) and the CFS-RAI Principles
1.4. LEADER Specificities
- Territorial approach. It delimits the territory and identifies problems, needs, resources, opportunities and potential for development, and communication between actors is important.
- Bottom-up approach. It considers the participation and decision of the population in project-based planning and development.
- Multisectoral and integral approach. Different economic and social sectors participate in complementarity and synergy.
- Local Action Group. Equally made up of representatives of the private and public actors of the territory. It articulates local actors for the planning and management of development.
- Innovation. Creative way of adding value from projects that develop products and services from endogenous resources, as well as new markets.
- Proximity management and financing. Action of the LAG to channel the decision of the population, simplify the management of funds and resources and improve control and monitoring.
- Networking and cooperation. Share knowledge and experiences with groups in other contexts to promote learning and linkages between groups.
2. Materials and Methods
2.1. The UNMSM RDCs as “Multi-Stakeholder Platforms” for Rural Development
2.2. Jauja, a Territory That Demands Improvements in Sustainable Rural Development
2.3. Data Collection: Instruments and Processes for Working with People
2.3.1. RDC El Mantaro and Its Connection to Jauja
2.3.2. Establishment of the LAG in Jauja to Implement the CFS-RAI Principles
- Do you consider LAGs as an organizational structure that can contribute to the sustainable rural development of your territory?
- How to define a relevant perimeter to manage an action program with a territorial approach?
- How to ensure the representativeness of the local partnership? Which entities should be part of it?
- Can the LAG be integrated into an existing structure or is it necessary to create a new structure?
- What could be the most appropriate form of partnership (administrative legal system, role of public authorities, institutional practices, etc.)?
- What could be the mode of operation to ensure effective participation of local/regional actors?
- How to develop the capacities/competences of the different actors to assume the responsibilities of LAG management?
3. Results and Discussion
3.1. Development of the Relationship between RDC El Mantaro and the Population of Jauja
3.2. Creation of a LAG in Jauja for the Implementation of the CFS-RAI Principles
3.2.1. Ethical-Social Dimension
3.2.2. Contextual–Political Dimension
3.2.3. Technical-Entrepreneurial Dimension
4. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
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Principles CFS-RAI 1 | SDG 2 | ||||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | |
1 | X | X | X | X | X | X | X | X | X | ||||||||
2 | X | X | X | X | X | X | X | X | X | X | |||||||
3 | X | X | X | X | X | X | X | ||||||||||
4 | X | X | X | X | X | X | X | X | X | ||||||||
5 | X | X | X | X | |||||||||||||
6 | X | X | X | X | X | X | X | X | X | X | X | X | |||||
7 | X | X | X | X | X | X | X | X | |||||||||
8 | X | X | X | X | X | X | X | X | X | ||||||||
9 | X | X | X | X | |||||||||||||
10 | X | X | X | X | X | X | X | X |
CFS-RAI Principles | Dimensions WWP 1 | ||
---|---|---|---|
E-S | P-C | T-B | |
1. Contribute to food security and nutrition. | X | ||
2. Contribute to economic development and poverty eradication. | X | ||
3. Promote gender equality and women’s empowerment | X | ||
4. Enhance the participation and empowerment of young people. | X | ||
5. Respect tenure of land, fisheries, forests and access to water. | X | ||
6. Conserve and sustainably manage natural resources, increase resilience and reduce disaster risks. | X | ||
7. Respect cultural heritage and traditional knowledge, and support diversity and innovation. | X | ||
8. Promote safe and healthy agricultural and food systems. | X | ||
9. Incorporate inclusive and transparent governance structures, processes and grievance mechanisms. | X | ||
10. Evaluate and address impacts and promote accountability. | X |
Indicator | Percentage Value |
---|---|
Level of poverty | 30.4 |
Access to health insurance | 73.7 |
Public water service | 94.7 |
Sewage service | 47.9 |
Electric energy service | 88.9 |
Internet connectivity | 8.3 |
Local roads in good condition | 33.7 |
Children under 3 years with anemia | 30.6 |
Children under 5 years of age with chronic malnutrition | 18.2 |
Rural unemployment | 7.2 |
Type of Information | Number of Participants | Source |
---|---|---|
Report of workshops and surveys carried out in the five RDCs from the PMESUT | 142 | [26] |
Report of the workshop seminar “Local Action Groups and the RDC El Mantaro towards sustainable rural development” and surveys carried out in three meetings, held in July 2021 | 66 | Own |
Workshop report “Strategic alliances for sustainable regional development”, held in 2017 | 142 | [85] |
Total | 350 |
Strengths | Weaknesses |
---|---|
Headquarters of a university with prestige and transcendence in Peru Leadership in scientific research Human capital Recognition and trust of the population Alliance with institutions (GESPLAN-UPM) Location in the territory of Jauja | Limited skills in management and direction of development projects old infrastructure Difficulty in addressing complex and comprehensive problems of society top-down approach Weak promotion of decentralized research Little interaction with actors |
Opportunities | Threats |
Potential connection with more than 400 research groups from 66 professional careers Development of interdisciplinary teams Development of living laboratories Participation in sustainable rural development management | Political instability Change in UNSMM policies Disorganization and social conflicts in Jauja |
Keeping Strengths | Combating Weaknesses |
---|---|
Maintain the prestige of the university from the dissemination of achievements Promote scientific publications in impact journals. Improve human capital management Develop participatory projects with the population Maintain and expand institutional alliances Improve contacts and access to the RDC El Mantaro | Prioritize training programs in direction and project management Improve the maintenance and renovation of infrastructure Adapt the WWP metamodel and other innovations in the development of complex projects. Teach and apply the top-down approach Stimulate decentralized research Little interaction with actors |
Exploiting Opportunities | Facing Threats |
Stimulate the participation of research groups in the RDCs Facilitate the participation of interdisciplinary teams in the RDCs Promote the development of living laboratories Promote sustainable rural development projects | Improve resilience Plan and have contingency plans Promote the organizational strengthening of society |
Type of Competencies | Average Value (1–5) |
---|---|
Personal | 3.56 |
Contextual | 3.14 |
Techniques | 3.61 |
Classification Criteria | Participants | |
---|---|---|
No. | % | |
Type of participation in the seminar | ||
In person | 6 | 23.1 |
Virtual | 20 | 76.9 |
Gender | ||
Male | 15 | 57.7 |
Female | 11 | 42.3 |
Position in the organization | ||
Representative | 8 | 30.8 |
Member | 13 | 50.0 |
No organization | 5 | 19.2 |
Type of organization | ||
Peasant Community | 6 | 23.1 |
Producers’ association | 4 | 15.4 |
Neighborhood | 1 | 3.8 |
University | 3 | 11.5 |
NGO | 2 | 7.7 |
Local government | 2 | 7.7 |
Other public institutions | 3 | 11.5 |
Not belonging to an organization | 5 | 19.2 |
Total | 26 | 100 |
Criterion * | Defined Element |
---|---|
Organizational structure that can contribute to sustainable rural development in Jauja | LAG |
Perimeter relevant for managing an action program with a territorial approach | Political map of Jauja subdivided into its hydrographic basins: Mantaro, Yacus and Yanamarca |
Entities that may form the LAG | Network of Associations of Women Producers and Entrepreneurs of the Province of Jauja, Association of Dairy Cattle Ranchers of the Yacus Valley, Condorsinja Agricultural Industrial Development Association, Peasant Communities of: Chocón, Sallahuachac, Julcán, Pacamarca, and other communities of Jauja; Provincial Municipality of Jauja, Agrarian Agency of Jauja, NGO Caritas, SENASA, RDC El Mantaro |
Existing structure to which the LAG can be integrated | None |
Appropriate legal-administrative form for the LAG | To be defined at forthcoming meetings |
Mode of operation of the LAG ensuring effective participation of actors | To be defined in future meetings |
Capacity building mode for actors to assume LAG management responsibilities | Skills training program |
Classification Criteria | Total |
---|---|
Gender | |
Male | 33 |
Female | 7 |
Type of organization | |
Producer association network | 1 |
Producer association | 18 |
Farmer community | 14 |
Barracks/neighborhood | 5 |
Municipality | 2 |
Type of participant | |
Representative | 10 |
Member | 30 |
Total | 40 |
Assessment Criterion | Rating on a Scale of 1 to 5 |
---|---|
About its members | |
They participate actively | 3.5 |
Have values and practice them | 3.4 |
They participate in decisions and are well informed. | 3.7 |
About the representative | |
Deals with members’ problems and needs | 3.4 |
Is capable of leading the organization | 3.5 |
IRA Principles | Assessment (1–5) | |
---|---|---|
K 1 | PI 2 | |
Contributing to food security | 3.71 | 4.57 |
Contribute to economic development | 3.57 | 4.57 |
Promote gender equality and women’s empowerment | 3.71 | 4.71 |
Promote youth participation and empowerment | 3.57 | 4.43 |
Respecting land tenure, fisheries, forests and access to water | 3.86 | 4.43 |
Conserve and sustainably manage natural resources | 3.86 | 4.43 |
Respecting cultural heritage and traditional knowledge, supporting innovation | 4 | 4.57 |
Promote safe and healthy agricultural and food systems | 3.43 | 4.53 |
Incorporating transparent governance structures, processes and grievance mechanisms | 3.57 | 4.29 |
Assess impacts and promote accountability. | 3.57 | 4.29 |
Entities | Percentage Value |
---|---|
Entity with which the organization interacts | |
Municipality | 23 |
Producers’ association | 31 |
Farming community | 39 |
Producing or processing company | 6 |
Universities | 8 |
NGO | 3 |
Research center | 3 |
Regional government | 3 |
MINAGRI | 3 |
Assessment Criterion | Rating on a Scale of 1 to 5 |
---|---|
About the organization | |
Is well structured | 4.1 |
Contributes to sustainable rural development and seeks the common good | 4.4 |
Is suitable for integration into a LAG | 4.4 |
Has adequate governance to work on a project basis | 3.5 |
CFS-RAI Principle | % |
---|---|
1. Contribute to food security and nutrition. | 48 |
2. Contribute to sustainable and inclusive economic development and poverty eradication. | 57 |
3. Promote gender equality and women’s empowerment | 33 |
4. Enhance the participation and empowerment of young people. | 38 |
5. Respect tenure of land, fisheries and forests and access to water. | 19 |
6. Conserve and sustainably manage natural resources, increase resilience and reduce disaster risk. | 42 |
7. Respect cultural heritage and traditional knowledge, and support diversity and innovation. | 38 |
8. Promote safe and healthy agricultural and food systems. | 52 |
9. Incorporate inclusive and transparent governance structures, processes and grievance mechanisms. | 10 |
10. Evaluate and address impacts and promote accountability. | 14 |
Sector | Percentage Value |
---|---|
Sector in which the organization operates | |
Agriculture | 88 |
Livestock | 88 |
Trade | 7 |
Forestry | 3 |
Tourism | 17 |
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Jiménez Aliaga, R.; De los Ríos-Carmenado, I.; San Martín Howard, F.; Calle Espinoza, S.; Huamán Cristóbal, A. Integration of the Principles of Responsible Investment in Agriculture and Food Systems CFS-RAI from the Local Action Groups: Towards a Model of Sustainable Rural Development in Jauja, Peru. Sustainability 2022, 14, 9663. https://doi.org/10.3390/su14159663
Jiménez Aliaga R, De los Ríos-Carmenado I, San Martín Howard F, Calle Espinoza S, Huamán Cristóbal A. Integration of the Principles of Responsible Investment in Agriculture and Food Systems CFS-RAI from the Local Action Groups: Towards a Model of Sustainable Rural Development in Jauja, Peru. Sustainability. 2022; 14(15):9663. https://doi.org/10.3390/su14159663
Chicago/Turabian StyleJiménez Aliaga, Ronald, Ignacio De los Ríos-Carmenado, Felipe San Martín Howard, Sonia Calle Espinoza, and Amparo Huamán Cristóbal. 2022. "Integration of the Principles of Responsible Investment in Agriculture and Food Systems CFS-RAI from the Local Action Groups: Towards a Model of Sustainable Rural Development in Jauja, Peru" Sustainability 14, no. 15: 9663. https://doi.org/10.3390/su14159663