Wednesday, December 17, 2008
Friday, December 12, 2008
Wednesday, December 10, 2008
Monday, December 8, 2008
Sunday, December 7, 2008
- Building SRI innovation capacity in Orissa and thereby creating a new culture of innovation
- Creating a learning platform for agriculture officials on SRI
- Working on policy and institutional uptake – enabling policy framework, learning alliances
- Establishing procedures for zonal workshops and SRI monitoring
- Policy advocacy both within the state and at the central level.
Around 25 farmers adopted SRI for the first time during Kharif 2008. This was introduced by Damayanti Nari Pragati Sangha Voluntary Organization. The SRI farmers are now reaping better economic benefit.
Dr. Norman Uphoff, among others visited the symposium. Some images from the same are shown below.
· Innovation that takes place in an environment that does not reflect the realities of country or region concerned. It is not productive to ignore or circumvent in built barriers to progress in order to have a successful pilot.
· Pilot projects that are implemented by large well equipped project teams working intensively with communities. It is not realistic to expect successful scaling up from such a base is similar resources and personnel with similar skills are ot available.
· Innovation and knowledge creation is not consolidated and built into a structured system. In such cases dissemination happens towards the end of the process when it is too late for meaningful transfer.
· Failure to create national or even local ownership of activities that can happen when project teams work in isolation.
Learning alliance approach is intended to overcome these problems by systematically addressing the issues surrounding going to scale as part of the same process as undertaken by the innovation. It aims to do this by-
· Carrying out innovation and learning within an alliance of practitioners, research, policy makers and activists.
· Making explicit where extra resources must be brought to bear for specific technical or institutional reasons, and anlysing how these extra resources can be found or created within the structures that will scale up the innovation.
· Creating an environment in which it is possible to be honest and open about lessons learned-particularly failures.
Over the period of time while including the principle of LA in the developmental projects provided the number of lessons learned and highlighted several questions for the future. There are no technological or methodological silver bullets because the developmental process is highly complex and there is no single technological or methodological answer. Learning
Reference - Learning Alliance approach for scaling up Innovative approaches in the Water and Sanitation sector by IRC ( International Water and Sanitation Centre) , June 2005