Complementing the previous posts on Accountable Now members’ examples around practices related to the Global Standard for CSO Accountability cluster A and cluster B commitments, we will be sharing examples from our members concerning practices associated with the cluster C commitments.
From understanding the underpinning principles and values that define dynamic accountability to identifying how CSOs seek sustainable and accountable change, Accountable Now members implement a wide range of practices to advance their own accountability. Thus, by implementing dynamic accountability, more organisations are prioritising equitable and fair approaches to their work so as to include the voices of diverse stakeholders in decision-making processes, while placing justice, inclusion, gender equality and climate-crisis mitigation on the top of their agendas. However, we believe that CSOs can only fully be accountable to others if they are also fully accountable to themselves. This is where Cluster C of the 12 commitments of the Global Standard for CSO Accountability comes into play.
In this regard, through the Accountable Now reporting framework, we aim to understand how our members are demonstrating accountability towards their staff and volunteers, how they are handling their resources effectively, how they are implementing responsive decision-making processes as well as how their leadership is responsible and held to account.
The tenth accountability commitment asks members to look into the acquisition and allocation of resources and to outline the policies put into place for ensuring transparency and accountability around resource management. To promote openness and maintain trust, the organisation Educo has adopted a policy which prevents mishandling of resources in line with its own values.
It is often the case that the 12 commitments of the Global Standard for CSO Accountability overlap – showing the interwoven and holistic nature of CSO accountability. For example, organisations are expected to ensure responsive decision-making that takes into account the experience, expectations and knowledge of those they work for and with. For this, we expect all Accountable Now members to have a functioning feedback and complaints mechanism. An example of why feedback management is important can be observed with World YWCA, who collects feedback to then embed it into the design of its programmes, which enables them to promote accountability towards the people they work with. This approach also speaks to the ninth accountability commitment that encourages members to involve and support those working in their organisation and to fully ensure that accountability to internal stakeholders is prioritised.
In conclusion, the depth and breadth of practices implemented by CSOs for their own accountability goes way beyond these two examples, but they do show how the Global Standard for CSO Accountability’ 12 commitments and Accountable Now’s reporting framework have challenged organisations to rethink their own accountability.
Find out more about new approaches to internal accountability throughout our member accountability reports on the Accountable Now website!
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