Project sustainability II

8. Create an enterprise

 Use your funding to start an enterprise or atleast an entrepreneurial project by the people themselves, so they have the incentive to continue the project  when funding comes to an end. This is because they will now have created other source of income. You might even want to consider using the funding as a loan not as a gift, to set the right tone and select the right collaboration partners. Or use the funding to trasfer the skills needed to solve their own problems/start their own enterprises. 

9. Address the resource costraints dimension

In most project implementations there are definite problems of resource constraints. Work within the resource constraints entails the best use of supporting to build from the present capacity. More inputs could be forthcoming commensurate to the increse in the capacity.  So whatever long-term outcome your project hopes to achieve will have to fit within the number of person-hours, amount of recurring regular income, equipment, etc. Then, the funding and resources that you put into the system should go towards “development” activities that are more akin to a capital investment. 

10. Bring in the local notables

It is very important to identify who are the leaders in the community and engage them from the beginning in the project. The leaders are often not the most obvious individuals identified (such as a political or religious figure), but might that person that everyone in the community goes to when they need advice on a certain aspect of their life. Capacitating and involving those individuals from the beginning ensures ownership and those responsibilities to continue driving the project once you leave. I would also recommend including a sustainable livelihood component to the project.

11. Create needs based projects

Most of the projects fail because they are supply driven, we should put more efforts to divert supply driven projects to demand driven areas. this will not only help in developing inspiration & motivation for other suffering areas and develop demand environment. We need to develop “need” in the community, we all know and accept “Necessity is the mother of invention”, if few create need/necessity it will automatically find its way of survival.  Secondly, development projects fails mainly for 2 reasons one lack of funding and lack of education. There is need to  create transparency to the intended benefit of the project “. this will ensure proper use of funds, and will motivate other for participation and add equity, just because of transparency we can really add value to the project. Last but not the least, you need bring education and awareness in the people so that they can get involved into the development cycle which will result in a cyclic development process.

A key question prior to starting any  development project is whether it is driven by demand or supply. If it is a demand driven project, based on a well-known and accepted community need already articulated by those living in the community, it is much more likely to succeed once external funding ends. Too often, supply-driven projects based on donor agenda or external “perceived” need fail to capture the attention and commitment necessary from the receiving community and thus fail quickly once external support ends.

12. Political support

Political support and support by the authorities or authorized bodies is a key factor for the sustainability of impact of development projects. It is important to find the right level of support: local, regional, national or professional organisations. Programs and projects are implemented within a wider policy environment. Government policies can have significant impact on the sustainability of development programs or projects. The policy framework should be analysed and taken into account during project design. Programs and projects which ‘fit ’ with Partner Government policies have much better prospects for sustainability as they are more likely to have high-level political and institutional support both during implementation and beyond.  

13. Technological appropriateness

To promote sustainability of rural projects, the technology to be transferred must be selected on the basis of its appropriateness in terms of technical and financial criteria, plus social, gender and cultural acceptability. According to Gawler (2005), development institutions need to ask themselves the following questions with regards to technology: Are the technologies and methods appropriate, given the technical, human and financial resources of the people who will use and maintain them? Can repairs be done, and spare parts obtained, easily and at reasonable cost? Do the project technologies maximize the use of local labour and materials? Will local staff and communities be able to use the methods, equipment and infrastructures, and maintain them themselves after the end of the project? The appropriateness of the asset, infrastructure or equipment must be assessed against these questions


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