The human capital dimension of collaboration among government, NGOs, and farm families: Comparative advantage, complications, and observations from an Indian case

Stronger collaboration between government organizations (GOs), NGOs, and rural people has long been advocated as a means of enhancing the responsiveness, efficiency, and accountability of GOs and NGOs. This paper reviews the arguments and evidence for specific types of collaboration for sustainable agricultural development, setting it into the context of Korten's (1980) concept of “learning process.” Taking recent examples from Udaipur District in India, it reviews the experiences and potential of collaboration, arguing that, while informal interaction increases and enriches the fabric of pluralist development, certain strategic decisions often require a degree of formality. These include decisions on the development of human resources — here both the users and providers of services. Moreover, human resource development (HRD) must be viewed in the context of the mandates, aspirations, and systems of accountability and rewards of the institutions concerned. These determine whether institutions develop and expand their own human resources or draw upon those of others by collaborating with them. Individuals engaged in these organizations can be more effectively induced to collaborate with others by combinations of flexibility and appropriate reward systems than they can be forced to do so by instructions or commands. Several conclusions follow: decisions to act together are unlikely to progress unless translated into concrete actions; authority to take local-level decisions in GOs needs strengthening if they are to provide the necessary flexibility; and, although collaboration should in principle be built on the comparative advantage of different types of organization, in practice, each will have to incorporate the skills of the other, at least to some level, if they are to communicate effectively. NGOs and GOs must also enhance their understanding of farmers' ability to make demands on external organizations. Edging towards collaboration is a delicate and painstaking process. Only if many of the above conditions are given due priority will early examples have something to offer to the numerous NGOs, GOs and international agencies wishing to learn from them. Copyright Kluwer Academic Publishers 1996