It Takes Twenty to Tango – A Case Study of the Multi-Stakeholder Implementation of the Strategic Sector Cooperation in Kenya
A new Danish programme called Strategic Sector Cooperation (SSC) combines development and export, which demands a multi-stakeholder implementation. This thesis is motivated by the puzzle of whether the combination of export and development through a multi-stakeholder implementation is possible. This thesis therefore examines what affects the implementation of the SSC-programme in Kenya. A theoretical framework for multi-stakeholder implementation is developed based on previous experience with implementation of development programmes. The framework involves inter-organisational factors in terms of ownership, collaboration, resources and donor coordination.
In order to explore what affects the implementation, we conduct a case study of two SSC-projects in Kenya. Through multiple sources of evidence in terms of interviews, observations and data collection in Kenya and Denmark, we examine how the inter-organisational factors affect the implementation of the two SSC-projects.
The findings reveal that ownership, collaboration, resources and donor coordination affect the implementation of the SSC-projects. A long and in-depth formulation phase has strengthened the collaboration and ownership among the partners, which has improved the implementation. However, periods with lack of communication have affected the collaboration negatively between the Kenyan and Danish partners. Even though donor coordination could have been improved, it has contributed to the implementation of the SSC-projects through synergies with other programmes.
Moreover, the formulation phase is challenged by a lack of resource prioritisation and the Kenyan Government’s lack of ownership. Also, a Danish agency responsible for one of the SSC-project lacks ownership, which has complicated the implementation.
Alternative factors in terms of a short time frame and ambitious outputs, the up-coming general election in Kenya and the individual level also affect the implementation. But the interorganisational factors are the strongest contributing factors to implementation, since they can accommodate some of the negative aspects of the alternative factors.
Furthermore, the SSC-projects prove to have a significant focus on export, which again questions whether the combination of export and development is possible.