Ethiopian Pastoral Research and Devlopment network by daniel temesgen

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The Ethiopian Pastoral Research and Development Network (EPRDN) which is currently hosted by Haramaya University was established under the terms and conditions stated in Memorandum of Understanding which was signed by the different universities; pastoral research institutes and
development partners on October 25th , 2011 at Dire Dawa University. The Network was established with the aim of building and enhancing the capacity of stakeholders adapt and respond to emerging issues; changing circumstances and challenges; mobilizing and sharing resources among member organizations for coordinated research and development in pastoral areas; facilitating exchange of knowledge, skills and information on regular basis; creating a platform for designing and implementing training programs in pastoral development and support the process of pastoral- oriented curriculum development; and facilitate dissemination of technology packages and provide consultation and evidence based advice to end users.

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Ethiopian Pastoral Research and Devlopment network by daniel temesgen

  1. 1. CONCEPTUAL FRAME WORK ON PARTNERSHIPS AND NETWORKS IN RESEARCH & DEVELOPMENT Workshop to Establish Pastoral oriented Research Network in Ethiopia Daniel Temesgen Pastoralist Forum Ethiopia
  2. 2. Introduction This presentation is based on a review of literature on inter-organizational partnerships With the following purposes: a) Highlight the current thinking on partnerships and networks b) Reviews key concepts and approaches of partnership
  3. 3. BackgroundOver the last decades there has been an increase in theuse of new forms of organization in both the public theprivate sector and CSOsTraditional forms institutional arrangements are giving wayto new ways of linking institutions and their activitiesThis growth in cooperative arrangements is a globalphenomenon, fueled by advances in informationtechnology, and globalization pressuresThe rate of alliance formation has been growing at anannual rate of more than 25%It has become increasingly clear that relying only on one’sown resources and skills would not let an organization gofar.
  4. 4. BackgroundThe shift towards increased reliance onpartnerships is most visible in developmentresearchToday, most of the research programs arelinked in numerous ways with collaborators indozens of countriesIn recent estimate the number of partnershipsthe 16 CGIAR centers was found to be 2,000
  5. 5. The Trend towards Research & development NetworkingResearch networks are becoming important features of the research environment for the following reasons : to overcome the common obstacles of Limited public resources to support researchTo Coordination problems stemming from the dispersed organizational and geographic locations of researchers, and difficulties in designing frameworks to connect the capabilities of researchers (Portes and Yeo 2004, DEST 2004, O’Toole 1997).
  6. 6. To establish a more responsive innovation systemsTo ensures efficient linkage collaboration among actorsTo enable actors adapt and respond to new requirements, changing circumstances and challenges
  7. 7. Advantages of Research & development NetworksIn principle, research networks offer a number of advantages It help share filter information and ideas Bring together the expertise (scholars) at national and international research environment frequently characterized by fragmentation and isolation Research networks facilitate actual cooperative research among actors that otherwise would not occur Enable participating scholars to be more productive in their research endeavors
  8. 8. Terminologies/theoretical frameworksReview of the recent literature on partnerships and networks reveals that:(1) there is no uniformity in the terminology used; and(2) there is no single dominant theoretical framework The three most widely used terms are alliances, networks, and partnerships. Other terms used to define similar relationships include cooperation, collaboration, and coalition. One common characteristic of these terms is that they all refer to inter-institutional relationships.
  9. 9. Networks A network is a “multi-partner cooperative arrangement between more than one organization”A few definitions from the literature : Networks constitute the basic social form that permits inter- organizational interactions of exchange, intensive and, joint action Networks are clusters of organizations, are non-hierarchical collectives of separate units Networking is the art of creating and/or maintaining a cluster of organizations for the purpose of exchanging, acting among the member organizations (Alter and Hage, 1993).
  10. 10. Therefore• Networking is an act of linking /integrating/ individuals, organizations and institutions to promote mutual learning and generate, share, transfer and utilize technologies, knowledge, information and innovations
  11. 11. Partnerships A partnership is a long-term cooperative arrangement between two or more institutions involving exchange or sharing of resources to attain a common objective.Aspects of this definition: The focus of attention is on inter-institutional relationship long-term Cooperative arrangements The minimum number of partners is two, but there is no upper limit on the number of institutions that belong to a partnership Exchange or sharing of resources
  12. 12. Partnership TypesPartnerships vary in terms of several variables--for example:size (e.g. number of partners), geographical scope of activities(e.g., local, national, international),type of partner (e.g., privatesector, public sector, public-private, GO_NGO)As a rough categorization of partnerships that apply to theresearchResearch partnerships (these involve cooperativearrangements with other institutions for conducting jointresearch) Exchange partnerships (these involve formal arrangements forexchanging information, materials, staff, intellectual property,etc., with other institutions)Service partnerships (these involve providing services to apartner institution, e.g., training, consultancy, capacity building,as part of a long-term relationship – not as a market-based)
  13. 13. Networking & Partnership FormationWhy ? Entering in to Partnership & networking are strategic decisions organizations make in order to fulfill their mission.These include the following: Mobilizing resources. helps mobilize additional resources and enhance the potential of the organization’s own resources to generate impact. ( Information, material, capital, technology and management) Competencies. facilitate Pooling complementary knowledge and skills and learning . Increasing the scale of activities. lowering average costs and increase outputs by exploiting the synergy generated by relying on the comparative advantage of each partner
  14. 14. Points to consider for successful partnership & networking Common objectives & interests among partners Existence of clear agenda and objective/vision Trust between partners Commitment to common goal Clear MOU between partners Clearly defined roles and responsibilities among the partner Respect for all opinions Exchange knowledge/experiences Good communication
  15. 15. Empirical studies indicated that : for successful networking & partnership Commitment (of partners to the partnership) Coordination (of activities) Trust Quality of communication (accuracy, timeliness, adequacy Participation (joint planning and goal setting) Joint problem solving

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