Participation, social capital, and intersectoral problem solving: African and Asian cases

Cooperation in policy/program implementation between state and nongovernmental actors can sometimes solve intractable development problems, but such cooperation must span gaps in culture, power, resources, and perspective. This article provides a comparative analysis of 13 cases of intersectoral cooperation among public agencies, nongovernmental organizations, grassroots groups, and international donors. The analysis reveals two successful implementation patterns: nongovernment organization (NGO)-mediated cooperation and grassroots-centered cooperation. Different forms of social capital are central to the two patterns. Indigenous NGOs with credibility across sectors are critical to the former, while grassroots organizations are vital to the latter. Participatory decision-making and mutual influence are essential to grassroots-centered cooperation, but less so for NGO-mediated collaboration. Copyright (C) 1996 Published by Elsevier Science Ltd