摘要：Abstract
This article explores the experiences of small Non‐Government Organisation (NGO) managers who are experiencing significant funding reforms. Drawing on a desk review of the literature, and semi‐structured interviews with managers of small NGOs in a case study site of Glebe, New South Wales, we present some of the issues arising from these new modes of funding governance. Findings revealed that funding is increasingly complex, with variations in timeframe, funder and geographic boundaries. The short‐term nature of funding contributed to NGO managers stating that they have been operating in a “survival” mode characterised by a high‐level uncertainty. Changes to funding regimes have led to a need to seek out future funding, engage in competitive tendering processes and comply with multiple and growing funding reporting requirements – tasks that are time‐consuming and at times stressful. Overall, managers experienced overwhelming funding complexity, which impeded the NGO's ability to focus on the needs of clients — an outcome which is surely antithetical to the aims of the various reforms to funding governance.
