Partnership IssuesCSISA Phase II

23-25 Jan 2013

ashridge.org.uk

Key Considerations in Entering Partnerships

Key Considerations in Entering Partnerships (cont’d..)

• Common interest space • Cost-benefit condition• Perceived benefit >investment cost + transaction

costs• Synergy through collaboration • Economies of scale• Cannot be achieved individually• No conflict condition• Proportional benefit condition (ILRI 2010)

Why Partnership?To Add Value to Activity

• Mobilizing and augmenting resources• Augmenting competencies• Increase the scale of activities• Enhancing strategic flexibility• Reducing duplication• Increasing service integration• Improving access to end users• Expanding capabilities• Increasing learning

Factors enhancing impacts of partnership

• Direct contact with community• A forum for regular meeting & experience

sharing• Commitment, competence, continuity &

complementarity • Mobilize local support for local

sustainability• Plan for impact• Monitor & evaluate impact

Factors enhancing impacts of partnership (cont’d..)

• Promoting, participatory, trans-disciplinary, multi-level, multi-stakeholder and gender sensitive approaches

• Incentives

• Communication dissemination & feed-back strategies & skills

• Documentation

• Speaking the right language

Summary Partnership Frontiers

• Farmer access• Technology source• Extension support• Training source• Policy support• Program support

• Collaboration• Communication • Input support• Media support• Network support• Business link

Partnership development

• Competitive system: partners come with ideas that can be jointly developed further with farmers/primary stakeholders;

• Selection based on a criteria and available actors in the respective field and location and experience

• Partners to analyze the entry points from the perspective of the primary stakeholders: farmers

Experience during Demand Analysis

• KVKs have resources (Human & Physical) but limited exposure; discussion with OUAT to open up scope needed

• DoA seemed interested/enthusiastic to cooperate/collaborate

• SHGs seemed potential; • NGOs have limited activities on

agriculture, most are pro-organic; PRADAN looked potential

Entrepreneurial models of partnership

• Extension approaches of different NGOs/Private sector agencies

• DG• IDE• Knowledge Hubs• Business models• Collective SHGs & CBOs approach• Community Extensionists approach

Targets in different States

Recent Development in Odisha

Priorities & intended steps by each hub

Extension approaches

Knowledge hubs

Business model

DG IDE SHGs/CBOs

Community Extensionists appr.