Comments for InnovATE https://innovate.cired.vt.edu Innovation for Agricultural Training and Education Thu, 11 Aug 2016 14:54:23 +0000 hourly 1 Comment on Community Service Transforms a University into Driver of Economic Development by David O. Hansen https://innovate.cired.vt.edu/community-service-transforms-university-driver-economic-development/#comment-11 Thu, 26 May 2016 16:21:46 +0000 https://innovate.cired.vt.edu/?p=1614#comment-11 It would seem that institutions such as UCAD are at least doubly challenged when it comes to increasing their level of outreach activity. Given the history of focus on teaching and research, a concentration on outreach would require a change in “mind set” of staff and administrators. Ideally, this would be facilitated by changes in the norms and official policies which guide UCAD’s daily operations as well as staff performance evaluation. Staff would need to be rewarded for this activity. Changes in this normative structure will eventually need to be approved by governing entities.

The tremendous increases in student numbers experienced by UCAD over the past several decades make it particularly difficult for staff to focus on outreach activities. Thus, new additional resources may be required to address this new dimension of activity, and that some of these resources may need to be allocated for staff hiring for this purpose.

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Comment on Trust is Critical for Strong Partnership Engagement by David O. Hansen https://innovate.cired.vt.edu/trust-critical-strong-partnership-engagement/#comment-10 Thu, 26 May 2016 12:47:29 +0000 https://innovate.cired.vt.edu/?p=1599#comment-10 The involvement of host institution representatives in the design of institutional capacity building projects is indeed a very important component of project development. Unfortunately, full involvement may fail to occur as a result of the many internal constraints faced by USAID Missions in moving forward with their own program planning processes and the restrictions they face when involving others, including consultants, local officials and stakeholders in the design of projects.

In point of fact, building trust and implementing partnership relationships has less to do with a USAID Mission and local clientele institutions. It really is about relationships between these institutions and project implementing partners. Ideally, local institutions and potential implementers would both be involved in the USAID Mission project design process, a process that actually existed several decades ago, but is not current. It was frequently known as the Collaborative Assistance Mode for Title XII projects and involved an initial competition among U.S. institutions interested in engaging in the design of an institutional capacity building project. Selection of the U.S. collaborator was based on various criteria including prior collaboration with the host institution and prior successful implementation of similar projects. Mutual familiarity and trust were thus considered as preconditions for engagement, and once designated, the local institution partners was involved with the U.S. partner institution(s) and the USAID Mission the project design process.

If full engagement of representatives of potential project partners in the USAID Mission design process is not possible, a second best option is to fully engage local partners and stakeholders in early project implementation, including needs assessment studies and subsequent definition of priorities and implementation procedures. This provides all major actors with an opportunity to collaborate with one another in shaping the project and defining the appropriate division of labor among them. This collaboration between partners also helps build mutual trust, resulting collaboration, and effective project implementation.

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