ABSTRACT
Involvement in projects where they have none or limited direct control will become a more significant part of a manager's responsibilities. Some of the local groups or community agencies with whom the manager will be working on the project may already be sophisticated with a strong identity. Involvement in projects provides a good way for new managers to develop skills such as negotiation and planning. To build in equal opportunities practices for projects at the outset may be an initiative the manager has to take. Effective local interagency co-operation takes time to develop and is a result of mutual trust and understanding. Local politicians can have real influence in management committees and can use them as an arena for other battles totally unconnected with the enterprise in hand. An evaluation can also provide evidence of the standard of management. The history of the voluntary sector is one of developing innovations for which the statutory sector eventually assumes responsibility.
