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Shyam Singh Institute of Rural Management Anand (IRMA) Gujarat, India

Conference on Public Policy in Asia LKYSPP, National University Singapore 26-27 May, 2014. Public policies fail when they do not deliver political messages Role of political organizations in delivering public policies. Shyam Singh Institute of Rural Management Anand (IRMA)

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Shyam Singh Institute of Rural Management Anand (IRMA) Gujarat, India

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  1. Conference on Public Policy in Asia LKYSPP, National University Singapore 26-27 May, 2014 Public policies fail when they do not deliver political messages Role of political organizations in delivering public policies Shyam Singh Institute of Rural Management Anand (IRMA) Gujarat, India

  2. The Argument • The success or failure of a policy does not depend only on the ability of implementing agencies but also the ability of the organization of the party in power to deliver the political message. • The message is about showcasing the appropriateness of the party being in power; cementing existing support base and wooing new support. • Organizational setup of the party at the local levels (district, sub-division and village) play crucial role in communicating to people as to why the party is delivering these policies and what interests would be fulfilled. • Party units also need to disseminate the information about existing policies as well as new arrivals, and facilitate people to avail benefits. • Failing in delivering the message, party’s future prospects to return into power may get affected.

  3. The Case & Methodology • This study is based on a case of Uttar Pradesh (UP) state of India, where Bahujan Samaj Party (BSP) was in power during 2007-12. • The study looks at the implementation of social policies related to health, education and housing. • The study is based on a primary research carried out in five villages in UP. • Sample size: 200 [100 BSP party functionaries + 100 beneficiaries] • Data collection: structured interview schedule • Unstructured interviews/discussions with elected local bodies members, relevant government officials, district and state level political leaders.

  4. The Framework • The failure of public policies, especially social policies, is a reason of week organizations of political parties. (Kohli: 1987; Manor: 1988) • Parties with strong organizations have been able to gather public support and stayed in power for long. (Brass: 1964) • Policies are implemented with an assumption that an effective system of governance exists and it would deliver the policy benefits to right people. • But this doesn’t happen: Corruption, leakages, middlemen, etc. • In this case, a well-organized and cohesive organization of the party in power claim its stakes to ensure that benefits are reaching to right people and persuade them about the appropriateness of the party that takes care their interests. • If message is conveyed, people tend to extend their electoral support to the party. • If not, people may show dissatisfaction with the party in power and the party may lose electoral support base.

  5. The Framework

  6. BSP • BSP is a product of Dalit movement (1984) to confront social discrimination against lower castes, popularly known as dalits. • Emerged from BAMCEF : An informal organization of Dalits employees in the govt • BSP represents political interests of Dalits, formed coalitions government in UP for three short periods. Delivered exclusive social policies for Dalits. • The exclusivist approach of delivering social policies limits party’s electoral future. • From 2002 onwards, party adopted Sarvajan (all people) political policy that allows party to include other castes, mainly upper castes, into the party. • Party formed ‘Brotherhood Committees’ for developing cordial relationship with upper castes. • BSP formed the government in UP in 2007 with the complete majority in the state legislature. • But failed to get reelected in 2012 elections.

  7. BSP Politics (2007-12)

  8. Findings • Had party cadre been kept on messages? • 96 out of 100 party members said NO. Feedback Instructions/Information

  9. Findings Relationship with the Administration: • During earlier three tenures, BSP Government appointed officers of its choice. In 1995, BSP Govt transferred 1500 officials in 136 days. • Transfers are seen as a punishment , and thus as a tool to command bureaucracy. • In this tenure, BSP gave up this strategy because of political compulsions. Hold of the government on bureaucracy weakened and BSP cadre were not able to engage with the bureaucracy. • Breakup with BAMCEF. Dalits government employees did not help the party.

  10. Findings

  11. Conclusion • BSP cadre could not communicate the policy efforts of the government. It could not be communicated to either of the social groups: Dalits and upper castes. • This weakened the link between people and party, and thus, between people and government. • The extent of intra-party democracy and centralized decision making process decides the cadre’s mobility within the party and their relationship with the leaders in the government. • The process of electing/selecting leaders within the party shapes the upward or downward communication in the party. • Conceptually, public (social) policies are not only tools of state-society relations, but also set the dynamics of politics-society relations. Yet to be analyzed more deeply. Thank You!

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