T h e J o u r n a l o f D e v e l o p i n g A r e a s Special Issue on Kuala Lumpur Conference Held in November 2015 Volume 50 No. 5 2016 DETERMINING THE CONTEXT OF AN INTERNATIONAL DEVELOPMENT PROJECT Nina Ginsberg Griffith University, Australia ABSTRACT One of the most difficult aspects of international development project planning is determining what the context of a project is. This paper presents the Circles of Sustainability (Situated and Differentiated Project), or CoS (SDP) framework to assist development practitioners to more clearly identify and reflect on the essential socially driven context considerations of a community development project. This paper contends that the role of the NGO is often overlooked as a significant and critical project context factor. Therefore the concept of ‘the NGO Construct’ is explored as the basis for the framework presented. The final model presented is a sphere that is divided into two halves – the ‘situated context’ on one side and the ‘differentiated context’ on the other, the whole of which identifies eight major social domains that allow for the vibrancy and multifarious nature of communities to be more fully appreciated. This sphere depicts the eight domains as intricate and interrelating to one another. Rather than separate externalities, the domains are coherent analytical categories informing the larger holistic social entity. It is argued that only when the two halves of the context – the ‘situated and differentiated’ are established, can a project context be more comprehensively appraised. The model arises from utilizing RMIT Global Cities Research Institute’s original Circles of Sustainability framework as one half of the framework, as it clearly presents four local ‘situated’ context domains (Economics, Ecology, Politics and Culture). The other half of the framework consists of four ‘differentiated’ domains drawn from the NGO Construct, namely Presiding Conventions, Institutional (NGO), Project Operations and Personal (Project Staff). These four differentiated domains are further broken down and discussed to identify seven essential perspectives. By undertaking this detailed analysis of context factors, it is hoped that project planning will be more strategic and sustainable and will highlight that all the dynamics outlined in the framework occur at any one time. The model is designed to inspire debate and become a collaborative process tool for development practitioners to engage further reflection, discussion and creative project analysis. The final model is a visually stimulating heuristic representation of the array of complex, yet accessible macro and micro factors that intersect to create each unique project environment. JEL Classifications L31, O19, O21, Keywords: International Development, Community Projects, Development Context, NGOs, Project Management Corresponding Author’s Email Address: n.ginsberg@griffith.edu.au INTRODUCTION In the past, many development projects were donor-driven, prescriptive and based on one-way resource transfers. As the development field evolved, projects became increasingly flexible, participatory and more responsive to the local context. Despite this, there are two critical issues that are too often inadequately identified