http://www.changingorganisations.com/2009/11/leading-an-ngo-what-a-challenge/ Provocative thinking about organisational change Mon, 09 Jan 2012 18:50:17 -0600 http://wordpress.org/?v=2.8.4 hourly 1 http://www.changingorganisations.com/2009/11/leading-an-ngo-what-a-challenge/comment-page-1/#comment-59001 how to reverse heart disease Fri, 11 Nov 2011 00:09:01 +0000 http://www.changingorganisations.com/?p=2225#comment-59001 Good article , thanks and we want more! Added to FeedBurner as well Good article , thanks and we want more! Added to FeedBurner as well

]]> http://www.changingorganisations.com/2009/11/leading-an-ngo-what-a-challenge/comment-page-1/#comment-3383 Chris Mowles Mon, 30 Nov 2009 16:40:20 +0000 http://www.changingorganisations.com/?p=2225#comment-3383 In many ways contracting in the not-for-profit sector has gone backwards. This is partly due to overwhelming economic logic of contracting as currently taken up by government and local government where everything is undertood in market terms. When your only criteria are effectiveness and efficiency there is an idea that anyone can provide the service and the past history of successful provision of services based on good quality relationships counts for nothing. 20 years ago when I was working in international development we would fund people we called 'partners', rather than contractees, for up to three years, sometimes five. This did not preclude us from having the necessary conversations with them about what they were doing and why. Chris In many ways contracting in the not-for-profit sector has gone backwards. This is partly due to overwhelming economic logic of contracting as currently taken up by government and local government where everything is undertood in market terms. When your only criteria are effectiveness and efficiency there is an idea that anyone can provide the service and the past history of successful provision of services based on good quality relationships counts for nothing. 20 years ago when I was working in international development we would fund people we called ‘partners’, rather than contractees, for up to three years, sometimes five. This did not preclude us from having the necessary conversations with them about what they were doing and why.
Chris

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