Non-governmental organisations (NGOs) have a long history of promoting grass-roots membership organisations, but have made few attempts to document this experience in ways that are accessible to external audiences. Academic analysis has partially filled this gap by identifying the characteristics of strong organisations, but has had relatively little to say about how they develop, or the specific rôle which NGOs might play in helping them to emerge. This issue has recently assumed greater importance in the light both of donor wishes to strengthen civil society, and the more specific concerns of NGOs to scale-up their activities by helping the organisations with which they work to become more self-sufficient.

This article is drawn from a wider study which explores the strategies employed by NGOs in promoting membership organisations, and asks whether this can be done in ways which are both broadly equitable and reasonably cost-effective. It describes a programme mounted by the pan-African NGO consortium known as ACORD (Agency for Co-operation and Research in Development) to initiate a process of institutional development in the Nebbi District of Uganda. The case is of particular interest as an example of an attempt to introduce new institutions into a highly volatile environment, and provides a basis for arriving at a number of more general propositions about good practice.