000			01848pab a2200169 454500
008			180718b2003 xxu||||| |||| 00| 0 eng d
100			_aBornstein, Lisa
245			_aManagement standards and development practice in the South African aid Chain
260			_c2003
300			_ap.393-404
362			_aDec
520			_aThe article addresses how South African non-governmental organisations (NGOs) approach the management of their development activities and the influences upon their approaches. Based on interviews, field visits and programme documents from 40 organisations working in South Africa, the article explores the extent to which NGO programme priorities and adopted management practices arise out of donor conditions, succeed in their stated aims and generate other unintended consequences. Four aspects of contemporary NGO management dynamics are explored: logical frameworks, participatory processes, impact enhancement and financial probity. While donor requirements in these four areas generally impose heavy costs on South African NGOs and poorly achieve their stated aims, the research documents cases, in which local managers were able to work effectively and learn within these constraints, found ways around the more intrusive requirements, or challenged donors to change their policies to permit more equitable donor-recipient relationships and better development practice. However, an unintended impact of tighter funding requirements is an observable differentiation within the South African NGO sector, with smaller community-based organisations excluded as larger professional organisations establish more enduring links with international development organisations. - Reproduced.
650			_aManagement - South Africa
650			_aManagement
773			_aPublic Administration and Development
909			_a59085
999			_c59085 _d59085