Messages and meaning - Water Scarcity, Livelihoods and Food Security - page 204

Partnerships are the foundation of R4D
The key to successful R4D is a set of diverse, effective, empowered, committed
partners who share a common vision of how development challenges can be
addressed. The roles played by the CPWF in partnerships included those of
convener, engager, negotiator, enabler, space provider and trusted broker—
but not executive, boss or chief. Partnership issues include trust, common
vision, end-user mandates, strategic alliances, convening power and adaptive
management (Chapter 7).
The time-bound nature of the CPWF complicated its engagement in policy
processes and its legitimacy to do research and enable change. Decision-making
is a long process, vulnerable to multiple influences and driven by personalities.
Partners will continue to engage in change processes. Credible and relevant
research used by stakeholders in effective R4D increases the likelihood—but
does not ensure—that outcomes will be achieved. Through partners,
translating outputs to outcomes is likely to continue after the CPWF ends
(Chapters 3 and 7).
Partnerships integrate and share diverse elements of local knowledge and
innovation processes with other national and international knowledge and
experience. Integration and sharing encourage innovation through R4D
(“learn by doing and sharing”) processes founded in scientific excellence.
Innovation is more likely to lead to sustainable outcomes than either local
practices alone or promotion of “scientific” technologies from outside the
community (Nile).
R4D partnerships should build on existing initiatives, partnerships and
networks being mindful of mandates, legitimacy, authority and convening
power (Limpopo).
Capacity building is a key outcome of the CPWF
The strengthened capacity of individuals who took part in CPWF is a one
of its major outcomes and an important part of its legacy (Chapter 4).
Strengthening and transforming Ethiopian institutional and human capacities
of all stakeholders was a critical requirement to achieve the full potential
benefits of the sustainable land management program (Nile). It is possible to
achieve outcomes, but it needs investment in people and partners for a long
time. Training young scientists can sow the seeds of future progress in R4D.
The institutional environment for R4D—its leadership, mandates and
power dynamics—is a major determinant of its success
The institutional environment within which R4D is conducted determines its
success. Interventions to change institutions will fail unless the institutional
tendency to preserve the status quo is overcome. A special type of organization
is needed to broker, convene, enable and manage the complex relationships
among partners, stakeholders and decision-makers (Chapter 4).