Abstract
This paper describes the changes that an NGO in Jakarta underwent as it grew larger, better funded and more closely linked to local government, while also becoming less accountable to and supportive of low-income groups. This NGO grew from being a small microbank working with women in one neighbourhood to managing wide ranging “good governance” programmes in five city districts, covering more than 100,000 people. Part of the reason for this change was more donor funding available for governance projects. Beginning as a small grassroots project driven by needs and capacities of local women, it became a large, complex, top-down, technically oriented bureaucracy guided by government and large international donors. The early focus on grassroots communications and networking changed to an emphasis on formal office meetings and official ceremonial events. Yet the NGO’s new directions are judged by many government officials and donors to be a success.