Coordination in multi-actor policy implementation: case study of a livelihood enhancement programme in India

ABSTRACT

There is an increasing involvement of a number of non-state actors such as NGOs and community based organisations (CBOs) in poverty alleviation programmes. This calls for greater coordination among the actors for the effective implementation of such programmes. This article explores the various factors influencing coordination in multi-actor policy implementation, using a case study of a rural livelihoods enhancement programme implemented in the state of Odisha in India. The findings suggest that programme design, frequency of interaction, interdependency among actors, credibility of NGOs, leadership and personal traits have helped in coordination among state, NGOs and CBOs.

KEYWORDS:

• Civil society – NGOs
• partnership
• Governance and public policy
• Labour and livelihoods – poverty reduction
• South Asia

Disclosure statement

No potential conflict of interest was reported by the author(s).

Notes

1 Based on MPCE (monthly per-capita consumer expenditure), the poverty lines of Odisha were estimated at Rs. 695/- for rural and Rs. 861 for urban areas in 2011–2012. Households with MPCE less than the poverty line are considered below poverty line (BPL) households.

2 The Programme Director heads the state unit and is responsible for the overall implementation of the programme in the state. They are a senior government officer deputed to the programme. Other staff are mainly recruited for the programme.

3 As part of community mobilisation, entry point activities are carried out to bring about community ownership in the programme and establish mutual trust. Low cost, but critical activities like village road repairs, improvement of drinking water facilities and community meeting centres are part of these.

4 A programme officer leads the team and is responsible for the implementation of the programme at the district unit level.

5 Scott considers institutions as comprised of regulative, normative and cultural-cognitive elements that, together with associated activities and resources, provide stability and meaning to social life.

Additional information

Notes on contributors

Srilata Patnaik

Srilata Patnaik is an Assistant Professor at the School of Rural Management, Kalinga Institute of Industrial Technology (KIIT) deemed to be University, Bhubaneswar, India. She has worked in the development sector, especially in the livelihoods field, for nearly a decade. Her areas of interest include livelihoods, natural resource management and public policy.

C. Shambu Prasad

C. Shambu Prasad is Professor in General Management-Strategy and Policy Areas at the Institute or Rural Management Anand (IRMA), Gujarat, India. He also coordinates the incubator for rural and social enterprises at IRMA. His areas of interests include managing public systems, innovation management, social entrepreneurship and rural livelihoods.