3. 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)
4. 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
5. 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
6. 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
7. Summary Partnership Frontiers
• Farmer access • Collaboration
• Technology source • Communication
• Extension support • Input support
• Training source • Media support
• Policy support • Network support
• Program support • Business link
8. 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
9. 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
10. 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
