A Quote by Peter Maurer

The relatively unpredictable flow of funds to humanitarian organizations, and the bureaucratic strings often attached to them, can have a highly negative impact on an organization's ability to plan and execute programmes effectively. We need to be able to rely on predictable income flows to plan sustainable programmes.
We need specific work on race equality programmes and programmes targeted at helping those who are yet to fulfil their potential.
We want to reach free energy markets, but with subsidy programmes for those with low income, and not to have the subsidy in the form of lowering the energy prices, but through other programmes.
In the old days... it was a basic, cardinal fact that producers didn't have opinions. When I was producing natural history programmes, I didn't use them as vehicles for my own opinion. They were factual programmes.
Mandela drafted the M Plan, a simple, commonsense plan for organization on a street basis so that Congress volunteers would be in daily touch with the people, alert to their needs and able to mobilize them.
Any enterprise CEO really ought to be able to ask a question that involves connecting data across the organization, be able to run a company effectively, and especially to be able to respond to unexpected events. Most organizations are missing this ability to connect all the data together.
Do we really require so many gardening programmes, makeover programmes or celebrity chefs?
We are reviewing our experience to enable us to respond to the cultural challenge: to help countries, communities and individuals interpret universal principles, translate them into culturally sensitive terms and design programmes based on them, programmes that people can really feel are their own.
I feel that a great coach is one that has a vision, sets a plan in place, has the right people in place to execute that plan and then accepts the responsibility if that plan is not carried out.
I see my work plagiarized in gardening programmes and decorating programmes and car adverts, and I suppose I have to accept that's just the way art gets assimilated into culture.
You can have a plan, but you have to be flexible. Every day is unpredictable, and you just have to go with the flow.
In agriculture, whatever you plan and execute takes 2-3 years to have an impact.
'Podcasting House' is pivotal to the BBC's plan to scatter the seed of its various non-broadcast audio products beyond the narrow silos of the people who happen to listen to the programmes from which they arise.
I don't have to be accountable to some authority, which is why I don't take federal funds. I don't want anyone's monies unless they're monies without strings attached. It's not that we don't need them.
I don't like celebrity programmes - but I do like programmes about how ideas are formed and evolve.
We have gone for decades now with no immigration plan. Now we have one. It's a common sense immigration plan that has proven to work. It's the same one in Canada, same thing in New Zealand and Australia. One aspect of the plan is merit-based entry into the country. You get in based on merit. It's a point system. You get in on your ability to speak English, and you get in on your ability to hold a job and work a job and produce an income.
More progress results from the violent execution of an imperfect plan than the perfection of a plan to violently execute.
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