welfare initiative

Shifts from direct implementation to advocacy-based programming have been documented across many non-governmental organisation (NGO) sectors, including animal welfare. Semi-structured interviews with 32 staff from different positions within animal welfare NGOs explored recent programming changes. Maintaining a balance between direct implementation and advocacy-based activities emerged as a strong theme. The findings suggest that risks are associated with both the direct implementation status quo and transitioning to an advocacy-based focus. Risks of the former include treating symptoms rather than root causes of welfare problems. Organisational change can be disruptive and necessitates realignment of core competences, in turn influencing NGO mission. Identified risks of transition include loss of individuals whose values fail to align with new programming directions, increased upwards accountability requirements for accessing institutional donors and difficulties when phasing out direct implementation approaches. Whilst having to be dynamic, NGOs need to evaluate the risks associated with programming decisions, considering their vision, mission and staff identity in order to ensure that welfare programming is as effective as possible.

The sustainability of NGO initiatives has become a criterion by which to judge the success of programming. This study explores the conditions needed in order to achieve sustainable change by focusing on a sector that has recently experienced this shift towards more sustainable, interdisciplinary programming: that of working equid (animal welfare) NGOs. Semi-structured, in-depth interviews with 32 NGO staff working for 8 different animal welfare NGOs across 13 countries were conducted. These interviews covered potential barriers and avenues to success in producing sustainable working animal welfare improvements. Thematic analysis revealed consistent themes across contexts and NGOs. Approaches perceived as creating sustainable outcomes were ones that tailored initiatives to local contexts, focused on changing human behaviour, worked with key community contacts, built capacity in local infrastructure, combined approaches, and had comprehensive exit strategies. Barriers to sustainability included lack of continuity, short funding cycles and unpredictable external factors. Consideration of these conditions for designing effective future initiatives is recommended across the wider not-for-profit sector.