The never-ending struggle for progress
In the labyrinth of global development, a peculiar paradox has emerged. Despite billions in aid, countless initiatives, and unwavering commitment from dedicated professionals worldwide, the path to sustainable progress remains stubbornly elusive. For decades, the international community has poured resources into uplifting vulnerable communities—building schools in remote villages, establishing healthcare systems in underserved regions, and implementing economic empowerment programs in struggling neighborhoods. Yet, the question persists: why does transformative change remain such a formidable challenge?
Having spent the better part of a decade embedded in the trenches of development work, observing the intricate dance between grassroots organisations and international donors, I’ve witnessed both inspiring triumphs and sobering realities. The landscape has evolved into an increasingly competitive arena, where the traditional narrative of collaboration sometimes gives way to an almost Darwinian struggle for survival. Among the countless civil society organisations and community groups I’ve worked with, only a select few have managed to break through the ceiling of local impact to achieve meaningful scale and international recognition.
The majority find themselves caught in a complex web of challenges navigating donor requirements, maintaining operational sustainability, and striving to deliver meaningful impact, while competing in an environment where resources grow scarcer and expectations higher. The pursuit of grants has transformed into a high-stakes game, where organisations must constantly reinvent themselves to remain relevant, often at the risk of drifting from their core mission.
This shifting landscape raises profound questions about the future of development work. Are we trapped in outdated paradigms that no longer serve the communities we aim to help? Has the increasing professionalisation of the development sector created unintended barriers to genuine progress? And perhaps most critically, how can we reimagine our approach to create more equitable, sustainable pathways to development in an era defined by unprecedented global challenges?
As we delve deeper into these questions, it becomes clear that the answers lie not in simply doing more of the same, but in fundamentally rethinking how we approach development in the 21st century…
The Business of Development
Development is often seen as a noble cause, but behind the scenes, it functions much like a business. Funding is competitive, priorities shift, and organisations must adapt to survive. NGOs and civil society organisations frequently find themselves tailoring their mandates to align with available funding opportunities, rather than focusing on long-term, community-driven impact.
A partner working in the Eastern Province reflected on this challenge: “We often find ourselves adjusting our mission just to fit donor priorities. Instead of being true to our cause, we sometimes become contractors for larger agendas.” This highlights the struggle organisations face in maintaining their identity while chasing development funding.
An online digital media organisation struggling to survive in this competitive landscape shared their predicament: “For years, we relied on just a few key donors. We never explored alternative funding sources, and now, as these donors shift their focus, we are facing the harsh reality of potentially closing our doors by April.” This underscores the importance of financial sustainability and the risks of over-reliance on a select few funding sources.
Challenges: Selective Bias and Poor Execution
One of the primary reasons for slow progress is the selective and biased approach taken in development initiatives. Partnerships are often awarded to the same entities, sometimes involving individuals who lack expertise in the given field. This not only stifles innovation but also leads to inefficient execution.
The recent overhaul of USAID funding in Sri Lanka is a prime example. The country has been highlighted for high expenditure with little measurable achievement. Thousands of jobs were lost, leaving many developmental professionals scrambling. This raises an important question: Is development about merely planning, or does true progress lie in effective execution and sustainable policy reforms?
The Sustainability Trap
Many organisations start with good intentions but struggle to sustain their operations beyond initial donor support. Instead of creating long-term solutions, they become stuck in a cycle of dependency. The absence of strategic financial planning leaves many vulnerable to funding cuts.
A development worker put it bluntly: “We have talented people, passionate teams, and important missions. But without sustainable funding models, we’re just buying time before we eventually shut down.” This illustrates the pressing need for organisations to diversify their funding sources and explore alternative revenue models.
The Way Forward
If development is to be effective and lasting, organisations and stakeholders must rethink their approach. Here are some key steps that can help shift the trajectory of development work:
1. Prioritising Local Ownership
Development efforts must be driven by the communities they aim to serve. Too often, solutions are imposed from the top down without truly considering local needs. More participatory approaches are necessary, where communities have a voice in shaping their future.
2. Shifting From Donor-Dependency to Sustainability
Organisations must explore diverse funding streams beyond traditional grants. This could include social enterprises, impact investments, or public-private partnerships. Relying solely on a handful of donors is no longer a viable long-term strategy.
3. Fostering Accountability and Impact-Driven Results
The focus should not just be on securing funding but on ensuring tangible outcomes. Clear impact measurement frameworks must be put in place to assess whether development initiatives are genuinely making a difference.
4. Breaking the Cycle of Bureaucracy
Many development projects get stuck in bureaucratic inefficiencies, leading to delays and missed opportunities. Streamlining processes and adopting agile methodologies could improve execution and maximise impact.
The Harsh Reality: Where Does Sri Lanka Stand?
Sri Lanka finds itself at a critical crossroads. While neighbouring countries such as Malaysia, Singapore, and Maldives have surged ahead in development, we continue to lag behind. Why? Because development here has often been about short-term wins rather than long-term sustainability. Many organisations work in silos, chasing funding rather than fostering real change. Policies shift with political winds, and grassroots organisations struggle to survive amidst bureaucratic red tape and donor-driven agendas.
We are stuck in a cycle where new projects launch with great fanfare, but few lead to real, measurable progress. We need to ask ourselves the tough questions: Are we truly solving problems, or just creating more dependency? Are we investing in people and sustainable systems, or just chasing funding to keep organisations afloat?
Sri Lanka cannot afford to be left behind any longer. The time for introspection is over, it is time for decisive action, innovation, and collective effort.
Your Voice Matters!
What do you think is the biggest hurdle in achieving sustainable development in Sri Lanka? Are we doing enough, or are we simply running in circles?
(This article has been submitted by the Marga Institute based on discussions with its partners).
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