Development in Practice Paper2.pdf (156.42 kB)
Increasing strategic accountability : a framework for NGOs
journal contribution
posted on 2008-11-03, 15:18 authored by Sue Cavill, M. Sohail (Khan)Recently, the accountability of international development non-governmental organizations (INGOs) has
attracted a great deal of interest from academics and development practitioners. INGO accountability falls
into two categories: practical accountability for the use of inputs, the way activities are performed and for
outputs, and strategic accountability for how INGOs are performing in relation to their mission. It is the
purpose of this paper to present a conceptual framework for exploring INGO accountability. This paper is
based on information collected through a literature review and semi-structured interviews with
representatives from 20 UK based INGOs. The research found that INGOs tend to use a number of qualityassurance
mechanisms to achieve ‘practical’ accountability for their inputs/outputs. However, it is
suggested that this kind of accountability will not necessarily enable INGOs to achieve their missions to
alleviate poverty and eliminate injustice. Furthermore, the predominant use of practical accountability has
led to a number of gaps in INGO accountability, which are discussed. It is suggested that, like the term
participation before it, accountability has been co-opted for its instrumental benefits to INGO project
performance and management. It is argued that if INGOs are to achieve their missions, this will require
more ‘strategic’ forms of accountability geared towards fundamentally changing those social, economic
and political structures that promote poverty.
History
School
- Architecture, Building and Civil Engineering
Research Unit
- Water, Engineering and Development Centre (WEDC)
Citation
CAVILL, S. and SOHAIL (KHAN), M., 2007. Increasing strategic accountability : a framework for NGOs. Development in Practice, 17 (2), pp. 231-248 [DOI: 10.1080/09614520701196004]Publisher
© Routledge (Taylor & Francis)Publication date
2007Notes
This article was published in the journal, Development in Practice [© Routledge / Taylor & Francis] and the definitive version is available at: http://www.tandf.co.uk/journals/titles/09614524.aspISSN
0961-4524;1364-9213Language
- en