Professional Documents
Culture Documents
Board Members
lvaro Roel
Agricultural Engineer, MSc., PhD.
Chairman
Vice Chairman
Jorge Peagaricano
Agricultural Engineer
Pablo Gorriti
Agricultural Engineer
Alberto Bozzo
Agricultural Engineer
TABLE OF CONTENTS
Introduction 6
Positioning of INIA 14
Institutional Management 18
Final Thoughts 35
INTRODUCTION > Plan Development Process
This document presents the Institutional Strategic The discussion phase was organised around seven production systems that define INIAs research
Plan (ISP) defined by the National Institute of agenda: (I) Agriculture-Livestock Production System, (ii) Extensive Livestock Production System,
Agricultural Research Uruguay (INIA) for 2016- 2020, (iii) Intensive Plant Production System, (iv) Dairy Production System, (v) Family Farm Production
which is based on a medium-term vision to 2030. Each System, (vi) Forestry Production System and (vii) Rice-Livestock Production System.
instance of the ISP development is in itself a
performance review, an opportunity to reflect on the This process involved all INIA staff through their participation in internal workshops to discuss the
future and a formal commitment that the institution identification of demands and define objectives and goals to prioritise in the agenda (Figure 1).
makes before its stakeholders to redesign and adjust
the institutional strategy. However, planning itself is a
PROJECT PHASES
permanent and dynamic process that constitutes a
critical tool to face uncertainties and adapt to constant
changes in the global and national context.
0 I II III IV V
These ambits promote instances of co-planning and Internal and Definition of
prioritising, as well as problem identification and Initial External Objectives and Implementation
opportunities to develop, allowing the Institute to focus Understanding Discussion: Consultation Strategic Goals
Planning and of the Strategy
on its R&D+i actions. Strategic planning is conceived and Definition Definition to External Considering
Organisation and Initial
of Strategic of Objectives Stakeholders External
as a continuous and flexible process of permanent Axes and Goals Experts of
Actions
consultation and reflection that defines the general by Axis Reference
focus of the organisation and its goals, incorporating
the design and implementation of specific action plans Interviews and
for short, medium and long terms, granting the Focus Groups:
incorporation of new topics. Close of Regional Workshops on
Previous ISP Advisory Aggregate
Workshop/s Councils (CAR); R&D and
Lessons Analysis and
on Strategic Government; Technology
In relation with prior years, in the process of Learned Academic Plan
Transfer
Objectives Development
developing this new Strategic Plan, special emphasis SWOT* Sector; Experts Agenda
Analysis of Reference;
was placed on achieving a high level of precision and Labour Unions;
focus on the definition of proposals, presenting Other
objectives and what goals to achieve, both regarding
research, technology transfer and institutional External
Document on Document on Operating
development, as well as the identification of Strategic Axes Opinion about INIAs
Diagnosis and Plan for the
instruments that may achieve institutional goals. The Work Plan Future Strategic
Future Strategic with Objectives Strategy
Positioning of Map
ISP is thus transformed into a powerful tool, Axes of Change INIA Defined
permeating through the entire organisation, making
its management more efficient and dynamic.
PRODUCTS
Figure 1: Schedule and planned phases in the development of the Institutional Strategic Plan.
*SWOT: strengths, weaknesses, opportunities, threats.
Additionally, external experts of reference in the public and private sector were summoned to share
their visions (Figure 2).
6 7
> Plan Development Process > Internal Environment Analysis
101
Other 61
78
53 58
Stakeholders 46
32
17 21 14
21
8 9
> Internal Environment Analysis > Anlisis de ambiente interno
Regarding educational level, 80% Finally, as a basis for the critical analysis of areas of improvement in the internal processes of the
of INIAs university professionals Institute, a review was made of the reports and recommendations resulting from a set of diagnosis
have taken or are taking 1%1%
exercises previously carried out by external consultants and INIAs internal teams.
post-graduate courses. 6% PhD
PhD candidate As a result of this analysis, the following critical areas where INIA must implement improvement
Specifically regarding researchers, MSc actions in the new Strategic Plan were identified:
57% have a Doctoral Degree or are MSc candidate
37%
in the process of obtaining it, while > Institutional development
22% Other postgraduate
28% have a Master's Degree or are degree > Strengthening the current R&D+I capabilities
in the process of obtaining it. In > Development of new research capabilities
Technical Degree
summary, 85% of INIAs > Training and development of human resources (HR)
researchers have a postgraduate Complete University
13% > Strengthening of capacity-building in Planning, Monitoring and Evaluation (PM&E)
Education
degree or are in the process of 20% > Strengthening of technology transfer (TT)
obtaining one (Figure 5). > Knowledge management and institutional learning
In terms of finances, the greatest revenue comes from the private sector through the tax on the first
sale of agricultural and livestock assets (additional portion of the Imeba tax - Tax on the Transfer of
Agricultural and Livestock Assets) and the Governments counterpart. This amount represents
approximately 82% of the resources managed by the Institute (Figure 6).
Others
1%
Counterpart
Funds
Operating Income Imeba Tax
Income established
12% by Law Additional
82% Portion
Agreements
of the
and Grants
Imeba Tax
5%
This financing model, which is directly linked to the sectors production and marketing has proved
to be an appropriate mechanism to associate the activities and output of the Institute with its
beneficiaries and their potential contribution. The model has followed a positive spiral path with
mutual strengthening (product - technologies - contribution).
AGRO-INDUSTRIAL
In the process of the discussion of a new Institutional On the other hand, this population increase and its access to more food with better quality by new
EXPORTS
Strategic Plan, it is important to identify global trends, and sectors of the population requires the development of technologies to increase the production of
37,0%
how these impact on the development of the agricultural food with an efficient use of resources. The opportunity to provide solutions from the agricultural
sector in the future. production through eco-systemic services should also be emphasised. It is critical that these
should be measured and incorporated into the value of the products.
78% 36,6%
Some technologies in the agri-food sector are envisioned to be upgraded for widespread use and
4,45% could have a great impact and cause important changes in the medium or long term. These
developments intend to face some of the current problems or disputes that affect traditional
MAIN PRODUCTS production, such as input availability, production paces, environmental, logistical, social and
ethical aspects, amongst others, and can surely become competitive production alternatives.
Beef
22% 20% At a political level, Uruguay has set the goal of producing twice the food it is producing now by 2050,
considering population growth and the projected demand for food in the future. These
Cellulose
objectives are included within the concept of Sustainable Intensification that is being promoted by
19% government policies, particularly by the Ministry of Livestock, Agriculture and Fisheries (MGAP).
Obviously, these efforts must be underpinned by technological development in order to achieve
Soybean
these objectives. In this context, Uruguay must strengthen its commitment to science so as to
13%
develop new technologies that will allow us to obtain better crop yields, to adapt and mitigate the
In our region, in recent years there has been a firm growth
effects of climate change, to improve efficiency in the use of inputs derived from non-renewable
Dairy Products of the sector through the marketing of commodities and
sources and to ensure the quality, health and safety of our products, so as not to lose
9% biological products with varying degrees of knowledge and
competitiveness.
technology incorporation. A key element of this growth has
Rice been the presence of China, which has become an
In this same line, at the beginning of 2015, facing the definition of a new Management Commitment,
7% important importer of food, with soybean being the main
INIA agreed with the Ministry of Livestock, Agriculture and Fisheries a set of strategic areas for the
product. Moreover, in countries with great purchasing
next few years. As a general framework, INIA focused its actions on three main objectives:
MAIN DESTINATIONS power, there are some very different requirements
regarding the consumption of food with high added value
China and different attributes, which implies the possibility of
28% development of future market niches. Sustainable Intensification Family Farm Production Scientific Quality
12 13
> Positioning of INIA > Definition of the New Strategy
Taking these analyses into account, the guiding principles of the positioning of our Institute in the To underpin this positioning, a set of Strategic Axes was defined, to serve as the basis of INIAs
global and national contexts were defined (Figure 9). activities in the period 2016 - 2020, with projection to 15 years.
I Scientific and technological excellence without losing closeness and transfer to farmers
Global Framework
II Greater focus on research and transfer efforts, with a nation-wide vision (reorientation, review
and decision processes)
Larger population with increased demand for food and quality requirements.
III More and better articulation, focusing on strategy: interinstitutional and interdisciplinary
Greater restrictions of entry to high-value markets and greater demand for
food origin information. Promoting and managing an anticipation culture and forecasting with both local and
IV
international visions
National Context
V Valuing the contribution of INIA by improving the communication of R&D + I achievements
INIA
We efficiently manage the resources rendered by society. On the basis of these guidelines, the Institutional Strategic Map (Kaplan and Norton, 2000) was
We cooperate with highly qualified partners at national and interna- defined, which reflects, in addition to our Mission and main processes, the main objectives to
tional levels. achieve INIAs proposition, as well as the development and strengthening of the strategic
processes and resources of the Institute (Figure 10).
Figure 9
14 15
> Definition of the New Strategy > Main Institutional Goals
In addition, the goals for the strategic institutional objectives were defined, as described in
Generating and adapting knowledge and technologies to contribute to the sustainable development of the Figure 11.
agricultural sector and the country, considering State policies, social inclusion, and market and consumer
demands
Mission We develop science and We collaborate with the design We develop, document and
technology to improve the of public policies for the transmit scientific and significant
productive performance, life development and international technological knowledge for the
quality and the sustainability of insertion of the agricultural agricultural sector and the society
farmers (SG 8). sector (SG 1). as a whole (SG 2).
Developing
Focusing the Developing Valuing the
and validating
institutional scientific - contribution of In two years time, having
products and Training Achieving 30% of research
actions on technological INIA by
significant excellent Generating processes of dynamic
problems information to efficiently funding from external
technological researchers knowledge of management of the
Value solving and support to the managing the sources
processes for in the scientific strategy implemented in
Proposition detecting design of knowledge and
the agri-food excellence the Institute
opportunities public communication
agricultural area (SG 7). (SG 1).
for the of the R&D+I
production policies
production achievements
systems (SG 8).
sector (SG 3). (LE 5).
(SG 1).
Implementing a system
Developing research
of performance
Development, adaptation Technology transfer platforms in strategic
Main Demand indicators as a
Research and validation of and innovation areas: agri-food,
Processes articulation management and
technologies promotion agro-environmental
evaluation tool. Having
platform, applied
Dynamic management of the institutional strategy
the system working in
agricultural economics
2017
Promoting an anticipation culture , long-term thinking, prospective and strategic intelligence (SG 4)
Strengthening strategic planning, monitoring and evaluation to promote an efficient management of the
Institute (SG 4)
Strengthening the focus of the Institutes actions on the fulfilment of goals and key performance indicators
(SG 4)
Establishing a research
Focusing on research and transfer efforts with a nation-wide vision (SG 2) agenda that incorporates
Strategic Increasing by 50% the
the concept of Sustainable
Processes Efficiently managing the resources that society renders and diversifying the sources of funding (SG 6) Intensification through, at
technological production
(LE 6) with value added by INIA
least, one R&D+i project
Increasing and focusing on interdisciplinary and interinstitutional articulation at national and international for each Production
levels (SG 3) System
16 17
> Strategy Implementation > Strategy Implementation
1
:: Institutional Management In turn, the research agenda will be structured in five Major Issues
Regarding the strengthening of institutional management, six main objectives were identified in
the new institutional strategy.
SUSTAINABLE INCREASE OF PRODUCTIVITY
I Promoting the development of human capital It involves all research problems or opportunities that focus on the
production system under a systemic approach, taking into account
II Strengthening the national and international cooperation strategy environmental, economic and social sustainability.
2
III Promoting agricultural bio-business and improving the intellectual property valorisation
process
3
VI
4
and on the overall value-adding process.
5
DAIRY PRODUCTION EXTENSIVE LIVESTOCK FAMILY FARM
ECONOMICS AND MANAGEMENT OF PRODUCTION SYSTEMS
SYSTEM PRODUCTION SYSTEM PRODUCTION SYSTEM
It covers economic efficiency, modelling, management and decision-making
in production systems. It implies the development of economics and produc-
tion measuring systems as well as systems to support the decision-making
process focusing on the economic rationality of the production systems.
For each of these systems, we defined visions, challenges and problems/opportunities, with a
FORESTRY PRODUCTION RICE - LIVESTOCK
horizon scope of year 2030.
SYSTEM PRODUCTION SYSTEM
18 19
> Strategy Implementation > Strategy Implementation
Goals
Economics and
Interinstitutional coordination for research and techno- Productive, economic and environmen-
management of Improvement of
tal simulation model developed and 2020
logy transfer. production decision-making efficiency.
available to decision-makers.
systems
20 21
> Strategy Implementation > Strategy Implementation
Goals
PLANT
systems.
(yield and profitability) by 20%.
22 23
> Strategy Implementation > Strategy Implementation
Goals
Processes automation.
24 25
> Strategy Implementation > Strategy Implementation
Goals
26 27
> Strategy Implementation > Strategy Implementation
Goals
Management of weed resistance to herbicides. Improving efficiency and Increasing by 20% the profitability of the
agriculture-livestock production systems of 500 kg/ha during 2020
complementarities. fattening.
Precision crop management.
Quantifying the productive, economic and
environmental performance in at least 5
Improvement in the management of fattening Maintaining the capacity of the
contrasting productive sequences with different
Productive production system and the quality of
processes. efficiency the natural resources involved in the
degrees of agriculture-livestock interaction 2020
(rained and irrigation). Assessing the impact of
process.
a full cycle of the sequence on the quality of soil
Adjustment in the design of crop-livestock systems. resources through the balance of C and N.
Management of
natural Minimizing the negative environmental Having an operation system continuously
resources and impact of technology proposals for monitored for variables indicating water quality, 2020
environmental crop-livestock systems. and setting the baseline at a river basin level.
impact
28 29
> Strategy Implementation > Strategy Implementation
Goals
SYSTEM 20%
through strategies that New strategies for integrated
2020
integrate genetics, pest and management of pests and diseases.
Sustainable disease management and
increase in forest management.
productivity Developing management systems
and tools for decision making.
30 31
> Strategy Implementation > Strategy Implementation
Goals
Income diversification.
32 33
> Strategy Implementation > Strategy Implementation
In addition to the definition of production systems and major research issues, strategic areas were Distribution of
Research-Focused Development of Innovations
defined to structure the Research Agenda, whose cross-sectional approach to the production Technologies - Extension
systems must be strengthened and managed properly in the new ISP.
Products
These areas are:
Target Marketing
Farmers
Pastures and forages focusing on native grasslands. Researchers and Partners Practical Change
Technicians
Natural resources and environmental impact. Sectoral
Expert
System Change
Agri-food.
References
Agrimonde. Scenarios and Challenges for Feeding the World in 2050 (INRA-CIRAD, France).
Kaplan, R. S. and D. P. Norton (2000) "Having Trouble with Your Strategy? Then Map It", Harvard
Business Review, Vol. 78(5), pp. 167-276."
Teagasc Technology Foresight. Future Technologies for a Competitive and Sustainable Irish Agri-
Food Industry (Teagasc, Ireland).
Technological Foresight for Rural Enterprises and Rural Lives in New Zealand (AgResearch, New
Zealand).
Un nudo en el foco. Vigilancia Prospectiva del Sistema Agroalimentario Argentino 2015 (INTA,
Argentina).