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Partnership IssuesCSISA Phase II
23-25 Jan 2013
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ashridge.org.uk
Key Considerations in Entering Partnerships
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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)
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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
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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
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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
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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
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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
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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
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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
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Targets in different States
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Recent Development in Odisha
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Priorities & intended steps by each hub
Extension approaches
Knowledge hubs
Business model
DG IDE SHGs/CBOs
Community Extensionists appr.