Organic conversion strategies for stockless farming systems

This report was presented at the UK Organic Research 2002 Conference. The identification of appropriate stockless organic conversion strategies will help farmers and growers in their decision to convert to organic production. The current practice of a two-year red clover/ryegrass ley conversion relies on subsidies to be economically viable. This standard conversion and six alternatives were tested on a sandy loam soil entering organic conversion. A test crop of winter wheat will be grown across the entire experimental area in the first fully organic year (2001/2002). Strategies containing a legume ley phase returned the greatest amount of nitrogen to the soil. At the end of the second year, pre-cultivation, there were no differences in soil mineral nitrogen between strategies. Gross margins were greater from those strategies with cash cropping than those without, in spite of the generally depressed yields. Preliminary analysis suggests that growing red clover for seed in year 1 followed by a red clover ley in year 2 could be the most profitable option

Exploring leadership in multi-sectoral partnerships

This article explores some critical aspects of leadership in the context of multi-sectoral partnerships. It focuses on leadership in practice and asks the question, `How do managers experience and perceive leadership in such partnerships?' The study contributes to the debate on whether leadership in a multi-sectoral partnership context differs from that within a single organization. It is based on the accounts of practising managers working in complex partnerships. The article highlights a number of leadership challenges faced by those working in multi-sectoral partnerships. Partnership practitioners were clear that leadership in partnerships was more complex than in single organizations. However, it was more difficult for them to agree a consensus on the essential nature of leadership in partnership. We suggest that a first-, second- and third-person approach might be a way of better interpreting leadership in the context of partnerships

"We actually trust the community:" Examining the dynamics of a nonprofit funding relationship in New Zealand

Funding relationships in nonprofit management are increasingly defined by a philosophy of rational management, characterized by measurement of outputs and benchmarking, which represents an audit culture system (Burnley, Matthews, & McKenzie, 2005). There is concern that these approaches are constantly undermining the mission of community service nonprofit organizations (Darcy, 2002). In this research, we analyzed the management of funding relationships by examining dynamics within a nonprofit funding relationship in New Zealand. Through focus groups we explored the relationship between 17 representatives from nonprofit organizations and four Board members of a funding Trust. The management of this funding relationship was characterized by an appreciation of the diverse nature of nonprofit organizations, a balance between trust and control, and communication. We suggest that elements of these dynamics could be incorporated into nonprofit funding relationships in order to challenge an over-reliance on audit culture systems, and to re-establish relationships characterized by interaction between nonprofit organizations and their funders. Finally, we call for future research in this area