Astral Codex: Breakdown in Pakistan

Grants were won; aid projects implemented; success declared. But as Bano relates, Oxfam soon discovered an unexpected dark side to its “capacity-building” work in Sindh province. It had trained six locally prominent welfare organizations in strategic planning and proposal writing, and got them started on implementation by giving them $1000 to work with. The VOs largely met their explicit project targets, and seemed ready to engage with international development funds on a scale much greater than they’d handled before.

Yet all six organisations were visibly more dysfunctional at the end of the project than they had been at the beginning. They were consumed by factionalism, accusations of favoritism, legal battles over control of funds. And they had lost virtually all of their volunteers—notably including the members whose monthly donations and contributions of time had for decades been the backbone of their work. An Oxfam official observed about one group: “From thirty active members, the size of the team shrank to three or four people who had become workshopias,” i.e. those who had gone to every training workshop and built the strongest relationships with the foreign donor. The kind of welfare work the VOs had previously done, based on mobilizing communities for mutual support, was now beyond their capacity.