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When the project ended there was no formal partnership among the stakeholders involved. Most of the microprojects had ended and the participating organizations considered themselves beneficiaries of corporate social responsibility funds rather than as pro-active partners. The project reinforced current corporate practices in which civil society empowerment is regarded simply as making donations to NGOs. Better information about the costs and benefits of corporate social responsibility implementation and an inventory of industry practices could help to identify NGO capacity constraints and priority needs, tailoring different partnership models to the situation in each district.