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Institution Strategic Guidelines
Strategic Guidelines

1. Research lines

- To align the research topics to the Mision, the Vision, the Institutional Values, and the Strategic Objectives, in the frame of the National policies.

- To make sure the scientific-technological quality of the research projects, tending to a larger participation of those researchers related to the items and the involved disciplines, seeking to reinforce the requisite number of critical masses, in a context of transparency of the technological management and the optimization of the use of resources.

- To lead the research projects according to the enlarged demand at agro-industrial chains level, through the prospection institutional mechanisms (Regional Advisors Councils, Working Groups, Technological Tables, Technical Workshops, Consultancies and researchers) priorizing relevant topics and considering problems and opoortunities.

- To strengthen the dinamic building of knowledge and innovation networks, through the development of multidisciplinary and interinstitutional teams, seeking to promote, reinforce and improve the knowledge flow exchange to potentiate the institutional sinergies and impacts.

- To guarantee convergence with the sustainable development, adopting a holistic and integral approach, which should consider production improvement, with a harmonic integration among the economic, environmental and social scopes.

- To stimulate the competitive, fair and sustainable rural development in an effective way through actions that re-value the territorial dimension and recognize the complementarity between agriculture and other economic activities that contribute to strengthen and stimulate the rural populations welfare in an effective  way.

2. Communication and Transference

- To communicate the results of INIA research, through publications and activities of recognized value in the different science fields, contributing to the national scientific technological knowledge.

- To make available the results generated by results adapting the information and the technology transference processes to target public demands and needs, considering the different realities (production systems, items, regions) and the economic, social and environmental scope.

- To strengthen the technology communication and transference, giving priority to exchanging and communicating interinstitutional coordination and articulation, making the Institute connection with the opinion shapers and its environment easier in its broader sense.

- To promote alliances for the early communication of the technological developments, foreseeing the results transference and communication mechanisms in the research projects formulation.

- To research in topics lined up with communication, transference and rural development with multidisciplinary approach, in order to permit the boarding of technological, production, organizational and socioeconomic aspects, strengthening the knowledge foundation and the integral development of the agricultural sector.

- To adapt and develop innovational tools for the technology transference with an interdisciplinary boarding, involving the different agents of the National Innovation System.

- To carry out the demand prospection in a systematic way, through the Regional Advisor Councils, Work Groups and Technological Tables, complementing with specific studies to obtain other sources contributions, in order to priorize the communication and technology transference topics.

- To contribute to the technical updating and training of the professionals linked to this area of activity.

3. Human Resources

- To develop at the highest academic level, continuous training and updating programs for the human resources of the Institute seeking for excellence, in order to be able to perform successfully in a changing and more demanding environment.

- To incorporate, reassign and separate personnel according to the operational needs derived from plans and goals to achieve, modernizing the recruiting and personnel selection systems, encouraging induced retirement plans and/or pre-pension systems.

- To stimulate collaboration in the academic sphere, promoting assistantships, tutor ships, and personnel recruiting under first working experience regime.

- To develop management tools for human resources based on working competencies criteria (competitive wage policy, career plans, profile description, performance evaluation, recognition, among others) in order to achieve personnel successful performance.

- To promote the INIA personnel internal participation, facilitating and organizing fluent communication channels, exchange of ideas and meditation spaces about management aspects, and continuous improvement and efficiency in achievement of the institutional objectives.

- To develop an ambit where the personnel keeps motivated, creation, innovation and execution capacity are valued, as well as multidisciplinary work together with team work, and the potentialities, skills and knowledge are estimulated.

- To look after aspects which enhance the commitment of the personnel with the Institution.

- To strengthen the tools which permit INIA personnel development toward the orientation of the client, strengthening the Institute performance in agribusiness and creating the Institutional Advisory System.

4. Economic and Financial Resources

- To adequately adjust the demand / offer of the resources emerging from INIA activities, through deepening the Institution strategic economic-financial planning.

- To develop critical indexes, through the Management Integrated System, for each key process to allow a detailed analysis of each project / activity / and resources.

- To improve the additional amount collected by IMEBA (Basic Tax), as well as the flow of incomes generated by it.

- To diversify the Institute financing structure, considering its high exposition and dependence of the incomes defined by Law 16.065 (Additional to IMEBA and counterpart), offering technological services with added value founded in knowledge and intellectual property rights, main capital of INIA (consultancy services, laboratory services, products evaluation, licence rights).

- To promote the participation with other organizations in the Institute activities financing, through a policy of alliances and associations with different organizations of the public and private sectors.

- To encourage strategic investments to support the maintainance and development of the human, physical and technological capital, in order to construct platforms for the development of research activities.

- To stabilize the offer of resources through strategic reservation policies, in order to defend the Institution sustainability securing the operations continuity in case of different economic contexts.

- To fit and dinamize the expenses structure tending to the generation of new more flexible contractual manners, associated to projects with defined objectives and financing, in order not to compromise future resources yet not captured and in this way flexibilizing the structure.

5. Infrastructure

- To fit the availability of physical resources aligning them to the institutional objectives, through the analysis of the internal and external offer, seeking strategic alliances for an efficient use of assets (maximizing the use of the infrastructure capacities), considering the LATU/DICYT/INIA Technological Inventory.

- To undertake the analysis of gaps and necessary economic investments which allow understanding the aspects related with the research supporting equipment technological updating and obsolescence (experimental equipments for field and laboratory, agricultural machinery, vehicles, hardware and software) considering its remnant useful life.

- To foresee the increasing infrastructure maintenance needs developed by INIA, considering that construction of buildings, sheds, and greenhouses require, due their accumulated years, preservation in order to maintain the best working conditions.

6. Management

- To carry on progressively an active knowledge management program on those topics related to the Institution human groups, relationship and structure of the Institution, as a way to create, spread and capitalize the organization capacities and resources, giving value to the organization and to its environment.

- To pay attention to aspects related to its processes, products and services related to quality, and the strengthening of the certification system (ISO 9000, ISO 14000, OSHAS 18000).

- To organize the Institution promoting its effectiveness – as a union of effectiveness and efficiency- articulating and aligning the tangible and non-tangible resources to the dynamic sustainability and competitiveness.

- To advance and to culminate the implementation stages of the Integrated Management System (SIG), as a vehicle of analysis and evaluation of the activity areas of the Institution, giving and adequate technological platform to the tangible and non-tangible resources management.

- To formulate a strategic map of INIA to support the enchainment vision of its activities and their required consistency, converging toward the Institute Strategic Objectives.

- To develop a balance scorecard which may permit a well-balanced vision of the Institution performance, through the different key areas, factors and indicators, permitting to align the Institutions strategies and operations.