Productive Projects

At N&P, we structure social investment programs that transform the economic environment of communities, promoting their autonomy through 3 stages: diagnosis, development of productive project profiles, and their operation.

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1. Socioeconomic Diagnosis and Data Collection

Collection and analysis of economic, productive, and social data from communities within the area of influence, identifying strengths and opportunities for designing sustainable productive initiatives.

When is it required?

  • As a preliminary step before designing any social investment program or productive project in the area of influence.
  • When the project owner assumes social commitments in the EIA or in community agreements that include the development of economic initiatives.
  • When funders or social responsibility programs require a productive baseline to measure the impact of interventions.

2. Development of Productive Project Profiles

Technical formulation of investment proposals that define the objective, beneficiary population, activities, budget, and feasibility, aligned with the strengths identified in the diagnosis.

When is it required?

  • To technically substantiate productive initiatives before the project owner, funders, or co-financing entities such as FONCODES or AGRORURAL.
  • When communities have prioritized specific economic activities and the proposal needs to be formalized in a manageable technical document.
  • As a prerequisite for allocating a social investment budget, ensuring that resources are executed on viable initiatives.

3. Productive Project Operation

Implementation, technical support, and monitoring of productive activities, ensuring the transfer of capabilities to communities and the sustainability of the initiative after the technical team withdraws.

When is it required?

  • During the implementation of social commitments that include the execution of productive projects with specialized technical supervision.
  • When the social investment program requires verifiable progress reports for the project owner, funders, or regulatory entities.
  • At the closing or handover stage, to ensure that communities operate the developed activities autonomously.