There is widespread recognition that existing approaches have not delivered change at the pace and scale required in global development. The report card on partnerships in the Millennium Development Goals was downright poor
It’s not only jugaad. The people of India have developed some serious technologies, policies and programmes that could find merit in other developing countries faced with similar issues. In keeping with the challenges of implementing the 16 ambitious yet non-negotiable sustainable development goals, concerted knowledge exchange between countries could mark a refreshing chapter in the Make in India story. The Millennium Development Goals and now the SDGs have focused on the need for partnerships. The MDG balance-sheet revealed that, while progress was made, much more was needed, and hence the ambitious SDGs.
There is widespread recognition that existing approaches have not delivered change at the pace and scale required in global development. The report card on partnerships in the MDGs was downright poor.
New and stronger partnerships are required to share ideas and work together effectively, thus, the SDGs cannot be ignored. Non-governmental agencies in India are often approached to share knowledge. Some efforts fail while others succeed. What really makes partnerships tickIJ Is there a formulaIJ Catchy phrase aside, South-South learning does offer an opportunity for cross-learning and development at low cost.
India makes for a curious partner for knowledge exchange. In terms of depravation, poverty, anemia in women, under-nutrition and lack of sanitation, the country has some of the largest numbers. Yet it has some of the largest Government-funded programmes in the world — in sanitation for example. Civil society and research institutions have addressed several challenges. Women self-help groups are successfully managing small enterprises and villagers are getting into some serious water budgeting, its conservation and judicious use. Three of the Stockholm Water awardees are Indian. The diversity and complexity makes India a good candidate for knowledge exchange. learning from previous experiences of knowledge partnerships can create a blueprint.
The starting point is demand, which is the key. Knowledge to be shared should be strictly on need-basis and not shoved down the throats of unwilling countries.
Establish credibility: Identify key and performing partners on both sides, one the provider and the other, the user. If the provider is not capable, the effort will result in loss of face and a waste of effort. Similarly, if the partner who is interested in absorbing the knowledge, is not capable of absorbing and using the knowledge, the exercise will be fruitless.
Establish contact and engage: This is critical. Establish contact with all stakeholders so that the requisite knowledge is accepted, piloted and absorbed into policy and widespread practice. Engaging with the Government for programme and policy formulation, and with industry that may need to change practices as a result of technology and policy shift, is important. If the change has financial implications, industry may turn hostile to the technology. Involving them becomes important.
Be realistic to avoid red faces: Promising the moon, that too in unrealistic time-frames, leads to bad blood, distrust and knowledge rejection. This damages reputations as well as the partnership concept, and must be avoided.
Be focused but flexible: Whether over exchanges on policies and programmes or technology transfer, the visualised smooth transfer is often a bumpy ride. Unexpected challenges crop up, and need to be addressed. Changes may have to be incorporated, and time-frames altered to suit the purpose.
Have a plan. It is important to be clear-headed on how to move forward, on what is being offered on the plate, what the results and their measurement will be.
Demonstrate. Nothing works like a good old ‘demo’. Bring the folks over to show what you have and then demonstrate a pilot on their lands under their conditions and with their people. Peer-to-peer interaction helps. Build capacity and be part of the implementation journey, even for a bit beyond to trouble-shoot.
Find a local home. Being pilots, the knowledge-exchange effort needs to find an institutional home so that it can be contextualised and scaled-up.
Have a sustainability and exit plan: Institutionalising and integrating into policy are some options for ensuring sustainability. Don’t let your livelihood depend on your presence there.
lastly, remember the meaning of partnership and base your relationship on principles of equity. listen carefully and treat others with respect. Just because you have something to share does not make you any better.
These are lessons learned somewhat the hard way in sectors such as watershed development and water conservation, drinking water and sanitation, renewable energy, green technologies, enterprise and entrepreneurship development. India’s work in these and other sectors is in demand. This could just be your guide to get it right.
(The writer is Policy lead: Food Security, Resource Scarcity and Climate Change with IPE Global)