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The Drylands Learning and Capacity 
Building Initiative (DLCI) for improved 
policy and practice in the Horn of 
Africa 
Pastoralism and partnerships 
Vanessa Tilstone 
1
DLCI 
Started as REGLAP in 2008 by ECHO as a knowledge management and 
advocacy organisation to support ECHO partners. 
Initially a consortium of international organisations: Oxfam, Save, 
Cordaid, CARE, DCA, IUCN, IIED, ODI, RECONCILE, CEMERIDE and 
VSF B. 
Learning and good practice documentation on dryland issues and 
advocacy on priority issues for resilience: donors, media, gvts, 
NGOs. Links to UN, research, CSOs, government, donors. 
2013 strategic review and planning process: should become an 
independent entity with a focus on civil society and governments. 
Now a Kenyan registered non profit company funded by ECHO and 
SDC and recently USAID in partnership with Tufts University.
Pastoralism and partnerships -structure 
1. The importance of common analysis 
2. Different type of organisations need to focus on their 
organisational strengths 
3. Partnership arrangements and critical factors 
4. Discussion – what concrete actions we today can commit to 
improve ours and other partnerships?
The need for common analysis 
1. The most critical barrier to partnerships on pastoralism has been the 
widely diverging views on pastoralism: between and within orgs. 
2. Viability of livelihood system not seen in other areas e.g. cropping as 
pastoralism seen as backward, unproductive, not resilient to drought. 
Bizarre given the ecological realities and lack of investment in these 
areas, compared to crop agriculture, massive investment/subsidies. 
3. De-agrarianism worldwide, no different, but obsession with stamping 
out pastoralism concerning, espec as alternatives are so very limited. 
Livestock and livestock products are the largest growing agricultural 
sector in east africa. 
4. Lack of understanding led to huge negative impacts by humanitarian 
agencies: food aid, water, service provision and lack of attention to 
appropriate service delivery livestock health, rangeland management 
and rehabilitation, security, roads for marketing.
5 
Figure 1. U-turn in the scientific understanding of 
extensive livestock production
Figure 2: Mobile livestock systems at the core of the dryland economy 
6
NDMA data 2006-2013
DLCI Pastoralism and Partnership
Focus on organisational strengths 
1. Research for research institutions, NGOs should use proven 
research organisations, rather than doing pseudo-research e.g. an 
INGO ‘study’ : during the 2010/2011 drought that livestock 
mortality was 80%, later found to be between 15-20%. 
Humanitarian aspiration studies? 
Researchers need be more applied, not just lip service, overcome 
competitive nature, academic arrogance and improve sharing of 
results. 
Action research organisations: critical role in promoting evidence 
based good practice guidance essential for collaboration. 
2. Development actors – capacity building of government and 
communities, promoting alternative livelihoods through 
addressing the underlying constraints to development and 
ensuring development benefits the most vulnerable e.g. 
education, governance, lack of infrastructure, economic 
empowerment etc.
Focus on organisational strengths 
3. Humanitarian actors – preparedness and response but within 
an a development trajectory so it is promoting not 
undermining. There is much guidance on how to do this e.g. 
LEGs and water guidance but it’s often not used due to 
institutional memory and constant influx of decision makers 
who are not familiar with the context. 
Also critical role: lobby for more attention to vulnerable groups 
and for underlying causes of vulnerability to be addressed. 
4. Local NGOs and CSOs: surprising little support for local 
organisations who have much better understanding and 
linkages with communities and can work in ways that can 
empower them. As most are from the communities they 
work with, they have much more legitimacy to advocate for 
the communities.
Focus on organisational strengths 
5. Government: Should provide the policy and institutional framework 
for development and resilience promotion in these areas. Where 
they have e.g. Kenya with ASAL policy and the EDE framework, 
other actors should support the implementation of these 
frameworks and address some of the constraints e.g. capacity and 
technical support rather than developing parallel processes that 
undermine government efforts and great co-ordination burdens. 
Relieve burden on government but developing a single channel to 
communicate with government. 
6. UN: has a particular role in supporting government and other actors 
in co-ordination and technical capacity and should stick to that 
rather than trying to compete with NGOs on implementation or 
undermine government efforts.
Focus on organisational strengths 
Donors: 
Particular role in: 
 ensuring organisations play to their strengths, 
 promoting co-operation and synergy, collaboration with other 
donor programs, unfortunately they are just as competitive as 
others e.g. asal donor group, global alliance??? 
 providing sufficient funding for collaboration and partnerships.
Partnership arrangements 
‘Consortia are not just ‘projects’ by another name. They are 
living relational arrangements that become (in) effective 
depending on how they are initiated, grown and treated. 
Their management requires the right skills and adequate 
resources. How money power is applied is applied is critical, 
but through the consortium there needs to be specific staff 
competencies in understanding and supporting 
organisational processes.’ 
(Fowler and McManon, consortium working)
Partnerships – critical factors 
1. Individuals and organisational cultures that: 
 transcend their organisational identity; 
 focus on addressing most critical obstacles to resilience promotion 
of vulnerable populations, not people who are focused on careers 
or organisational dominance; 
 constantly questioning, learning and challenging themselves and 
others; 
 focus on accountability to their constituents, not only their donors 
How do we overcome the competitiveness and organisational 
promotion that dominates this area of work?
Questions for discussion and action 
What can WE HERE TODAY commit to do to promote: 
1. Better joint analysis on drylands between organisations? 
2. Better uptake of evidence base and good practice guidance? 
3. Co-ordination to encourage playing to one’s strengths and above: 
joint analysis and use of evidence and good practice? 
4. Better collaborative arrangements and partnerships within our 
organisations? 
5. How can we support government and local organisations better? 
Groups: Research, UN, donors, NGO, CSO and Government
THANK YOU 
For more information on DLCI: 
www.disasterriskreduction.net/east-central-africa/reglap 
@DLCI_Drylands 
Drylands Learning and Capacity Building Initiative 
vtilstone.dlci@gmail.com, dprech.dlci@gmail.com

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DLCI Pastoralism and Partnership

  • 1. The Drylands Learning and Capacity Building Initiative (DLCI) for improved policy and practice in the Horn of Africa Pastoralism and partnerships Vanessa Tilstone 1
  • 2. DLCI Started as REGLAP in 2008 by ECHO as a knowledge management and advocacy organisation to support ECHO partners. Initially a consortium of international organisations: Oxfam, Save, Cordaid, CARE, DCA, IUCN, IIED, ODI, RECONCILE, CEMERIDE and VSF B. Learning and good practice documentation on dryland issues and advocacy on priority issues for resilience: donors, media, gvts, NGOs. Links to UN, research, CSOs, government, donors. 2013 strategic review and planning process: should become an independent entity with a focus on civil society and governments. Now a Kenyan registered non profit company funded by ECHO and SDC and recently USAID in partnership with Tufts University.
  • 3. Pastoralism and partnerships -structure 1. The importance of common analysis 2. Different type of organisations need to focus on their organisational strengths 3. Partnership arrangements and critical factors 4. Discussion – what concrete actions we today can commit to improve ours and other partnerships?
  • 4. The need for common analysis 1. The most critical barrier to partnerships on pastoralism has been the widely diverging views on pastoralism: between and within orgs. 2. Viability of livelihood system not seen in other areas e.g. cropping as pastoralism seen as backward, unproductive, not resilient to drought. Bizarre given the ecological realities and lack of investment in these areas, compared to crop agriculture, massive investment/subsidies. 3. De-agrarianism worldwide, no different, but obsession with stamping out pastoralism concerning, espec as alternatives are so very limited. Livestock and livestock products are the largest growing agricultural sector in east africa. 4. Lack of understanding led to huge negative impacts by humanitarian agencies: food aid, water, service provision and lack of attention to appropriate service delivery livestock health, rangeland management and rehabilitation, security, roads for marketing.
  • 5. 5 Figure 1. U-turn in the scientific understanding of extensive livestock production
  • 6. Figure 2: Mobile livestock systems at the core of the dryland economy 6
  • 9. Focus on organisational strengths 1. Research for research institutions, NGOs should use proven research organisations, rather than doing pseudo-research e.g. an INGO ‘study’ : during the 2010/2011 drought that livestock mortality was 80%, later found to be between 15-20%. Humanitarian aspiration studies? Researchers need be more applied, not just lip service, overcome competitive nature, academic arrogance and improve sharing of results. Action research organisations: critical role in promoting evidence based good practice guidance essential for collaboration. 2. Development actors – capacity building of government and communities, promoting alternative livelihoods through addressing the underlying constraints to development and ensuring development benefits the most vulnerable e.g. education, governance, lack of infrastructure, economic empowerment etc.
  • 10. Focus on organisational strengths 3. Humanitarian actors – preparedness and response but within an a development trajectory so it is promoting not undermining. There is much guidance on how to do this e.g. LEGs and water guidance but it’s often not used due to institutional memory and constant influx of decision makers who are not familiar with the context. Also critical role: lobby for more attention to vulnerable groups and for underlying causes of vulnerability to be addressed. 4. Local NGOs and CSOs: surprising little support for local organisations who have much better understanding and linkages with communities and can work in ways that can empower them. As most are from the communities they work with, they have much more legitimacy to advocate for the communities.
  • 11. Focus on organisational strengths 5. Government: Should provide the policy and institutional framework for development and resilience promotion in these areas. Where they have e.g. Kenya with ASAL policy and the EDE framework, other actors should support the implementation of these frameworks and address some of the constraints e.g. capacity and technical support rather than developing parallel processes that undermine government efforts and great co-ordination burdens. Relieve burden on government but developing a single channel to communicate with government. 6. UN: has a particular role in supporting government and other actors in co-ordination and technical capacity and should stick to that rather than trying to compete with NGOs on implementation or undermine government efforts.
  • 12. Focus on organisational strengths Donors: Particular role in:  ensuring organisations play to their strengths,  promoting co-operation and synergy, collaboration with other donor programs, unfortunately they are just as competitive as others e.g. asal donor group, global alliance???  providing sufficient funding for collaboration and partnerships.
  • 13. Partnership arrangements ‘Consortia are not just ‘projects’ by another name. They are living relational arrangements that become (in) effective depending on how they are initiated, grown and treated. Their management requires the right skills and adequate resources. How money power is applied is applied is critical, but through the consortium there needs to be specific staff competencies in understanding and supporting organisational processes.’ (Fowler and McManon, consortium working)
  • 14. Partnerships – critical factors 1. Individuals and organisational cultures that:  transcend their organisational identity;  focus on addressing most critical obstacles to resilience promotion of vulnerable populations, not people who are focused on careers or organisational dominance;  constantly questioning, learning and challenging themselves and others;  focus on accountability to their constituents, not only their donors How do we overcome the competitiveness and organisational promotion that dominates this area of work?
  • 15. Questions for discussion and action What can WE HERE TODAY commit to do to promote: 1. Better joint analysis on drylands between organisations? 2. Better uptake of evidence base and good practice guidance? 3. Co-ordination to encourage playing to one’s strengths and above: joint analysis and use of evidence and good practice? 4. Better collaborative arrangements and partnerships within our organisations? 5. How can we support government and local organisations better? Groups: Research, UN, donors, NGO, CSO and Government
  • 16. THANK YOU For more information on DLCI: www.disasterriskreduction.net/east-central-africa/reglap @DLCI_Drylands Drylands Learning and Capacity Building Initiative vtilstone.dlci@gmail.com, dprech.dlci@gmail.com

Hinweis der Redaktion

  1. Having been a consortium and partnered with numerous types of organisations and personally having been involved with the RELPA/ELMT program and having been a country director in Ethiopia with helpAge international which worked soley through local NGOs and Government, there are some lessons that I can share.
  2. Having been a consortium and partnered with numerous types of organisations and personally having been involved with the RELPA/ELMT program and having been a country director in Ethiopia with helpAge international which worked soley through local NGOs and Government, there are some lessons that I can share.
  3. Having been a consortium and partnered with numerous types of organisations and personally having been involved with the RELPA/ELMT program and having been a country director in Ethiopia with helpAge international which worked soley through local NGOs and Government, there are some lessons that I can share.
  4. Having been a consortium and partnered with numerous types of organisations and personally having been involved with the RELPA/ELMT program and having been a country director in Ethiopia with helpAge international which worked soley through local NGOs and Government, there are some lessons that I can share.
  5. Having been a consortium and partnered with numerous types of organisations and personally having been involved with the RELPA/ELMT program and having been a country director in Ethiopia with helpAge international which worked soley through local NGOs and Government, there are some lessons that I can share.