Digital Accountability

Past Project

Initiated by the INGO Accountability Charter  ·  Funded by the Rockefeller Foundation and the Feedback Labs Collaboration Fund

What does accountability look like when we work with people, not just for them?

Digital connectivity was changing what people expected from organisations. Stakeholders no longer wanted to be passive recipients of expert-led work — they wanted to actively contribute, co-shape outcomes, and move fluidly in and out of issues they cared about.

Leading CSOs were already responding with people-powered strategies, placing co-creation and mass stakeholder engagement at the centre of their work. But their accountability practices had not kept pace. Most frameworks were still designed for organisations that deliver to beneficiaries, not ones that invite thousands of people to co-shape campaigns and decisions.

This project set out to change that.

1

Amsterdam kick-off · May 2015

A workshop at Greenpeace Netherlands brought together 21 representatives from Charter Member organisations to explore the opportunities and challenges of digital accountability. Keynote speaker Lauren Woodman (NetHope) set the frame on real-time stakeholder engagement.

2

Core and Reference Groups · 2015 - 2016

A Core Group of eight thought leaders formed, supported by a Reference Group of 18 additional experts. Together they worked through virtual exchanges, webinars, and six organisational case studies examining how leading CSOs were already navigating people-powered accountability.

3

Bellagio Centre, Italy · Early 2016

The project culminated at the Rockefeller Foundation’s Bellagio Centre, where the Core and Reference Groups synthesised their findings into six key principles of a new accountability paradigm.

The six principles

01

Ask stakeholders how to add strategic value

Be radically clear on how your organisation contributes alongside others, not despite them. Replenish, not deplete, the relationships and communities you enter.

01

Ask stakeholders how to add strategic value

Be radically clear on how your organisation contributes alongside others, not despite them. Replenish, not deplete, the relationships and communities you enter.