些受组织行动或决定影响的权力较小的人——“穷人”——承担更大的责任。
SCALING UP 按比例增加
Much has been said about the need for NGOs to increase the impact they are having rather than applying small piecemeal efforts to large scale problems of poverty. Edwards and Hulme (1992) described strategies for scaling up to meet this demand for more impacts. Some NGOs are contented to focus on a single small community within which they work taking a ‘small is beautiful’ approach to their work (Lewis 2001). Edwards and Hulme (1992) noted three kinds of scaling up for NGOs as; additive (increase size and coverage of programs), multiplicative (gain more leverage by influencing other development actors, thereby reaching more people), and diffusive (transferring its approaches beyond the organization’s immediate sphere of influence). Bangladesh Grameen Bank was able to effectively manage the challenge of the scaling up process. The bank impacted a lot of poor people in the immediate community, but rather than growing any larger as an implementing organization, it encouraged the adaptation of its original microcredit delivery model around the world (Lewis 2001).
关于非政府组织需要提高其影响力，而不是对大规模的贫困问题采取零碎的小措施，人们已经说过很多。Edwards和Hulme描述了扩大规模以满足更多影响需求的策略。一些非政府组织满足于专注于一个小型社区，在这个社区中，他们以“小即美”的方式开展工作。Edwards和Hulme指出了三种非政府组织的规模扩大：；加法（增加项目的规模和覆盖范围）、乘法（通过影响其他发展参与者获得更多的杠杆，从而接触更多的人）和扩散（将其方法转移到组织的直接影响范围之外）。孟加拉国格莱珉银行能够有效应对扩大规模过程中的挑战。该银行影响了邻近社区的许多穷人，但它并没有作为一个实施组织而扩大规模，而是鼓励在世界各地调整其最初的小额信贷交付模式）。
CASE STUDY: PROJECT LITERACY, SOUTH AFRICA 案例研究：南非扫盲项目
This case study is about Project Literacy, an NGO based in South Africa. The NGO was founded in 1973 by Jenny Neser to help provide an opportunity for non-educated marginalized workers to learn how to read, write and learn other basic life skills thereby tackling the problem of very low educational level in the society (projectliteracy.org.za). Just like most NGOs, it started with the leader identifying a need in the society which neither the government nor the private sector is making provision for. The NGO started out making use of church facilities for the training and getting volunteer teachers to help out with the training. Much of the funds at this initial stage were from the founder’s purse and little fees affordable by the beneficiaries. Even at this early stage, some other churches too started to copy Project Literacy’s programme, thereby increasing their impact (‘multiplicative scaling up’). In 1985, the NGO enrolled up to 200 learners in its Adult Basic Education Training (ABET) programme and had an annual budget of approximately R4000.
本案例研究是关于南非非政府组织扫盲项目的。该非政府组织成立于1973年，由珍妮·奈瑟创立，旨在为未受过教育的边缘化工人提供一个学习阅读、写作和学习其他基本生活技能的机会，从而解决社会中教育水平极低的问题，首先，领导人确定了社会中的一种需求，而政府和私营部门都没有为此做出准备。该非政府组织开始利用教堂设施进行培训，并请志愿者教师帮助开展培训。在最初的阶段，大部分资金来自创始人的腰包，受益人负担得起的费用很少。即使在这个早期阶段，一些其他教会也开始复制扫盲项目的计划，从而增加了其影响（“成倍扩大”）。1985年，该非政府组织在其成人基础教育培训（ABET）方案中招收了多达200名学员，每年预算约为4000兰特。
The first major turnaround however came when the NGO received a donation of $10,000 (worth R33, 000) from USAID. With this, the NGO registered Project Literacy Trust Fund, and with additional fundraising drive, built its first mini office. By 1990, trainings for community based organizations and commercial clients were initiated. This helped in further diversifying the NGOs income source. The program also enjoyed a lot of support from other bodies like the South African Council of Churches and the Independent Development Trusts which both gave funds for the further development of an ABET teacher training programme and development of suitable ABET materials. The NGO was able to build its central office in 1994 through a donation from the Joint Education Trust.
然而，当该非政府组织从美国国际开发署（USAID）获得1万美元（价值3000兰特）的捐款时，出现了第一次重大转变。据此，非政府组织注册了扫盲项目信托基金，并通过额外的筹资活动，建立了第一个小型办公室。到1990年，开始对社区组织和商业客户进行培训。这有助于使非政府组织的收入来源进一步多样化。该计划还得到了南非教会理事会和独立发展信托基金等其他机构的大量支持，这两个机构都为进一步发展ABET教师培训计划和开发合适的ABET材料提供了资金。1994年，通过联合教育信托基金的捐款，该非政府组织得以建立其中心办公室。
However, the direct funding enjoyed by most South African NGOs from international donors soon dried up. With democr
