Increasing strategic accountability: a framework for international NGOs
Editor(s)
Eade, DeborahPublication date
2007-04-01Subject
Approach and methodology
Metadata
Show full item recordJournal
Development in PracticeDocument type
Journal articleLanguage
EnglishDescription
The accountability of international development NGOs (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 outputs) and strategic accountability for INGOs' performance in relation to their mission. This article presents a conceptual framework for exploring INGO accountability. It 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 quality-assurance mechanisms to achieve 'practical' accountability. 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. 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.<p>This article is hosted by our co-publisher Taylor & Francis.</p>Pages
18ISSN
0961-4524EISSN
1364-9213ae974a485f413a2113503eed53cd6c53
10.1080/09614520701196004