What lessons can be learned from NGOs in Lima, Peru? Recent research from INTRAC (International NGO Training and Research Centre) focuses on NGOs in Lima. They have been working with the urban poor for longer than NGOs in other parts of the developing world. The report explores how, in the face of two decades of economic and political crises, successful NGOs have combined a long-term strategic vision with flexibility to adapt to short term crisis and the changing needs of the urban poor.

This research complements INTRAC studies in four other cities: Addis Ababa (Ethiopia), Johannesburg (South Africa), Ahmedabad (India) and Dhaka (Bangladesh). In each city, a survey of NGOs was carried out to establish the overall profile of work, followed by an in-depth study of at least three NGOs in each city. Enquiries included focus group discussions with staff and clients, interviews with key stakeholders, field visits, reviews of past evaluations. These helped build a picture of each NGO's organisational structure and history, programme performance, relationships and working partnerships.

Key findings which emerged from the Lima case study included the following:

• Despite political turmoil, such as civil war or frequent changes of government, productive partnerships with local authorities are important for NGOs.
• The division of greater Lima/Callao into 'municipalities' enables NGOs to address local problems at a local level with the relevant mayor and municipal workers (a city-wide structure also exists).
• Comparison with studies of cities with a single authority shows that being able to address problems on a local scale is better for NGOs and communities.

Some lessons can be drawn from the case studies of three major NGOs in Lima:

• Successful NGOs maintained a theoretical, or ideological, perspective while delivering concrete products to the communities, such as water provision, as well as policy changes through advocacy.
• NGOs should maintain a long-term strategic vision, but it must not become a straitjacket.
• Successful NGOs created flexibility to respond to crises such as economic collapse, civil war, or cholera epidemics by changing their programmes to meet new needs, but maintained a long-term vision.
• Confident and dynamic leadership was essential to the success of NGOs in surviving and adapting to dramatic external changes.
• Long-term dedication to building relationships with local authorities, although sometimes slow, paid dividends in terms of NGOs' ability to contribute to the institutional development of local government and help make it more responsive to the needs of the urban poor.

Funded by: Department for International Development, UK ; DGIS, Dutch Foreign Ministry

id21 Research Highlight: May 6 1999

Further Information:
Brian Pratt
INTRAC,
P.O. Box 563,
Oxford
OX26RZ
UK

Tel: + 44 (0) 1865 201851
Fax: + 44 (0) 1865 201852
Contact the contributor: intrac@gn.apc.org

INTRAC