New approaches to M&E: From Theory of Change to Impact Measurement

  How can we best determine what works and learn from our projects? The way we approach Monitoring and Evaluation (M&E) is an important piece in the puzzle for being an accountable Civil Society Organisation (CSO). Practicing what we call Dynamic Accountability – being responsive to all our stakeholders and actively involving them in decision-making […]

Blog Post

Ten years on, accountability in action: Greenpeace’s story

The leaders who agreed the Accountability Charter had a lot in common: they were all leading large federated or confederated, mission-driven, not-for-profit organisations, mostly having grown from northern/western roots. And yet there was also considerable diversity in terms of the mission, role and ways of working – from development and humanitarian organisations such as World […]

Blog Post

La confianza, el gran aporte de la rendición de cuentas a América Latina

En este marco de desigualdad, entre episodios de corrupción que salen a la luz favoreciendo al debilitamiento institucional, y la falta de garantías para el acceso a derechos básicos como el agua potable, la vivienda y la educación, se incrementa el nivel de desconfianza entre la población. Esto representa un enorme desafío a la región. […]

Blog Post

Creating processes for people-powered decision making

          Six different shades of people-powered decision making Given the diverse set of participating CSOs, it is not surprising that the processes that were addressed in these pilot projects were quite different, too. The CSOs’ questions ranged from “How can we integrate external stakeholders in campaign design in a data-driven, transparent, […]

Good Practice Example

Transparency International’s board members are mutually and externally accountable

Transparency International provides a very thorough account of the TI Board Code of Conduct and the TI Conflict of Interest Policy. The compilation of all Board members’ registers of interest is systematically circulated to each Board member to support mutual accountability among the Board on conflict of interest management. Transparency International (TI) Board members are […]

Good Practice Example

ARTICLE 19 benchmarks the salary structure of its staff members

In 2013 ARTICLE 19 started to review its salaries and significant salary shortfalls in some offices were identified. The process used to undertake this review was outlined in detail, providing clear information on the data collection, comparative standards and analysis. A second benchmarking exercise was commissioned in 2014. In 2013, ARTICLE 19 initiated a review […]

Good Practice Example

Educo listens to its employees and its executive team responds

Educo uses employee satisfaction surveys, an interdepartmental meeting and corporate conferences, among others, as mechanisms of internal communication and response. Educo has different internal communication channels to facilitate the exchange of information across the entire organisation, thus contributing to improving efficiency in their work and encouraging staff to present their feedback and complaints to management. […]

Good Practice Example

SOS Children’s Villages engages in a dialogue between employees and management

SOS Children’s Villages use online communication forums, such as Federation Town Hall or General Secretariat GSC Café as feedback mechanisms for internal stakeholders. Here are some of the online communications forums that SOS Children’s Villages use: The Federation Town Hall is an online communication forum that allows all member associations and GSC to virtually come […]

Good Practice Example

Sightsavers’ Council of Trustees are subject to key performance indicators

Sightsavers has a clearly defined division of power among trustees and management team. The fact that each Trustee has their individual Key Performance Indicators to perform against can be seen as Good Practice for an effective Board. The Chair of the Council of Trustees is not an executive officer of Sightsavers. The most senior executive […]

Good Practice Example

World Vision embeds risk management in all their regions

World Vision has a thorough risk management and data reporting in place around humanitarian response.   Embedding risk management World Vision’s focus in 2014 has been on embedding risk management globally – making it part of normal business – in all regions and offices across the World Vision International Partnership. All seven regions appointed the […]