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A lighter touch: an evaluation of the Governance Project
- Authors:
- KUMAR Sarabajaya, NUNAN Kevin
- Publisher:
- Joseph Rowntree Foundation,|York Publishing Services
- Publication year:
- 2002
- Pagination:
- 37p.,bibliog.
- Place of publication:
- York
At a time of unprecedented interest in civil society and community involvement there is a perception that the governance of new and emerging community groups and small voluntary organisations is unsatisfactory. The Governance Project, led by a consortium of voluntary organisations and funders, explored how best to strengthen the governance of these types of Organisations. The report explains how the Governance Project came about, the context in which the research was set and its policy relevance. It defines eight key governance areas and looks at how ways of strengthening governance were explored with 20 groups and organisations. A number of case studies illustrate the learning which resulted from the Project. The report describes how the Project was evaluated and offers a series of recommendations for government regeneration agencies, funders, regulators, training agencies, development agencies, practitioners, and researchers. Finally, ideas for the future of governance development are offered, together with a proposal for a governance programme.
Esprit de corps: leadership for progressive change in local government
- Author:
- QUIRK Barry
- Publisher:
- Joseph Rowntree Foundation,|York Publishing Services
- Publication year:
- 2001
- Pagination:
- 96p.,bbibliog.
- Place of publication:
- York
Suggests how progressive change can be achieved from within local government. From his perspective in managing a council with a strong reputation for innovation and effective service delivery, the author suggests that politicians need to recognise the importance of new modes of civic engagement and leadership. In addition, local government managers need to reinvent their organisational design, their internal accountability and their core competencies. But above all, managers need to encourage an organisational culture that fosters entrepeneurship and a positive sense of organisational efficacy. Community-based planning, service targets and disciplined methods may not on their own offer the necessary conditions for success. The author suggests that progressive change will only occur when politicians and managers build and sustain a deep sense of collective responsibility for improving local community well-being. The author concludes that a feeling of commitment and team spirit, an esprit de corps, needs to be developed amongst politicians, managers and employees if they are to succeed in providing effective local leadership.