Dynamic Accountability Dialogue: Right Sizing Safeguards — A Recap
SHARE THIS ARTICLE BACK TO INSIGHTS Across the globe, CSO accountability practitioners are grappling with the same questions: Are we doing enough to protect our stakeholders and organizations? What is the right way for organizations to rightsize their safeguards? What is good enough? And how do we ensure that the systems we put in place […]
Educo’s Social Impact Measurement System
Good Practice Library Educo’s Social Impact Measurement System What Makes This Practice Exemplary? Educo’s social impact measurement system collects information directly from participants, including their opinions and their own perceptions of their rights and wellbeing, the changes they perceive following their participation in the project and how this has impacted their lives, those of their […]
ChildFund Korea’s Green Bell Initiative
The Green Bell initiative at ChildFund Korea fosters an environment where employees can openly share their opinions regarding the organization’s operational policies, guidelines, and project content. When a certain number of employees support a suggestion, either the relevant department at headquarters or a designated management staff member reviews the proposal and responds.
Transparency International’s Impact Monitoring Process
Transparency International’s approach to monitoring impact for anti-corruption work is collaborative and participatory. It is designed to help the organisation gain a better understanding of what works in the fight against corruption, including why and how it works. It captures the different change processes that the Transparency International movement and more broadly the anti-corruption community are contributing to and achieving.
Accountability Lab uses Accountable Now’s reporting process as the basis for annual reflection and course correction
Accountability Lab uses Accountable Now’s reporting process as the basis for annual reflection and course correction. The reporting framework and process were framed in alignment with Accountability Lab terminology and internal processes by the learning team.
Sightsavers enhances accountability at the local level
Sightsavers’ accountability report covers the activities of the entire organisation including Sightsavers’ seven subsidiary entities (Sightsavers UK, US, Ireland, India, Norway, Sweden and Italy).
These entities operate integrally with the Secretariat: their performance and any data requested under Accountable Now’s reporting framework is integrated into the Secretariat’s accountability report.
Terre des Hommes is strengthening common ways of working throughout the federation through its responsive and participatory Strategic Review process
In 2018 Terre des Hommes undertook a strategic review process to align programme goals, policies, and approaches across the federation. The overall aim is to increase cooperation and cohesion and lead to better impact.
World YWCA ensures an accountable movement through its strategy
The World YWCA took major decisions to implement the Accountability Commitments and adopted the Strategic Framework 2016-2019. The 3rd Goal in the Strategic Framework is to build an effective, well governed, accountable and sustainable movement that has robust assets to sustain the work of the movement and has a key action to “implement the accountability framework for the World YWCA, including a formalised monitoring and evaluation strategy, processes and the International Accountability Charter (INGO).”
ActionAid adopts a comprehensive cross-functional accountability reporting process
To raise awareness and commitment across all functions, a template of the relevant section of the report was circulated to heads of team who oversee various functions of the organisation, along with the previous report entry and feedback, and a request for updated information.
Amnesty puts accountability high on their internal agenda
Amnesty International’s report submission to Accountable Now is based on analysis and inputs from International Secretariat staff and from their national entity reporting mechanisms (Standard Action Reports and Core Standards). One Senior Director is responsible for each key accountability area of improvement, as identified in the 2014 feedback from the Independent Review Panel (participation, gender, anti-corruption, governance). The Senior Directors discuss updates twice a year (linked to the Panel’s feedback and the analysis of internal global reporting).