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It is increasingly important for development agencies to be able
to assess the success of their programmes. This is particularly
difficult where the programme seeks not simply to deliver
services, but also to empower: to promote sustainable
improvements in capacities and livelihoods among poor
communities themselves. This report examines the factors
underlying the impact, sustainability, and cost-effectiveness of
two such NGOs in India and two SC UK projects in Bangladesh.
The four agencies work in very different contexts and have widely
varying patterns of impact, sustainability and cost-effectiveness.
Nevertheless, the report concludes that context is crucial but not
determinant, and that organisational choices always provide
some room for manoeuvre. The recommendations are
provocative, and sufficiently general to apply beyond the two
countries examined.
The research highlights the importance of having a clear long-
term vision, though it finds no evidence that formal strategic
planning is essential. It is important, Edwards argues, to get the
balance right between different strategies, especially between
material and social/organisational development. Strong linkages,
horizontally and vertically, are the keys to impact and
sustainability.
Edwards stresses the importance of paying attention to the
'basics': Investment in the right people, good communications,
continuous learning, closeness to the grassroots, strong local
institutions, an inspirational but not overbearing leadership, and
participatory planning and management.Owner: Michael Edwards