LESSON
Lesson Learned: Cultivating Democratic Leaders from Marginalized Groups in Thailand
What will be the role and responsibilities of the implementing partners at each stage of the project (and after)? Do they have the capacity to achieve these? If necessary, include capacity building/training of partners into the preliminary stages of project activity. In this case, control remained in the grantee’s office in Bangkok and was not delegated to the regions. As a result, quality control could not be guaranteed without additional personnel being allocated to the project, with resulting additional costs. This structural weakness created a corresponding imbalance between money spent at central level versus the grassroots level.
Project Partner
The Asia Foundation
Project Description
The project was designed to engage young people from marginalized populations in four regions of Thailand, to empower them to voice their needs, access their rights, participate in political processes, and improve their lives and communities. The grantee set out to create new leaders among young people to lead actions in the disenfranchised communities. While the project supported the implementing partners financially and to a lesser extent with expertise, it did not demonstrate significant added-value in the area of democratic development. The trainees were by and large already engaged in development work in their communities and, once the project ended, the partners and the young people continued as before. The project designers would have been more aware of this, and potentially had a chance to rethink the relevance of the design, if they had reviewed existing and earlier practice in this area, and had considered in more depth the way NGOs in the regions work and from where they get their funding. The project fell into the trap of becoming, essentially, a short-term provider of funds.
Report
Evaluation Date
December 2010
Theme
Country