Non Governmental Organisations Performance and Accountability 1st Edition by David Hulme, Michael Edwards ISBN 1134171730 9781134171736

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ISBN 10: 1134171730
ISBN 13: 9781134171736
Author: David Hulme, Michael Edwards

The last decade has seen some significant changes in international development and in the status of non-governmental organisations operating in the field. Not only has the number of NGOs virtually doubled; many of them have seen a considerable growth in their budgets, and have grown closer to governments and official aid agencies. NGOs are acknowledged by many to be more effective agents of development than governments or commercial interests ? even as a ?magic bullet? for development problems. Despite these positive trends, the real impact of the NGO sector is not well documented. This is partly because NGO performance-assessment and accountability methods are weak, and partly because NGOs are caught up increasingly in the world of official aid, which pushes them towards certain forms of evaluation at the expense of others. This unique book takes a hard and critical look at these issues, and describes how NGOs can, and must, improve the way they measure and account for their performance if they are to be truly effective.

Non Governmental Organisations Performance and Accountability 1st Table of contents:

Part I Conceptual Frameworks

1 NGO Performance and Accountability: Introduction and Overview

NGO performance

NGO accountability

The structure of this book

Notes

2 Why NGOs are not a Third Sector: a Sectoral Analysis with Some Thoughts on Accountability, Sustainability and Evaluation

Some sceptical and affirmative thoughts on accountability

Evaluation as a possible deterrent to sustainability: the importance of externalities

The importance of concepts and ways of thinking

Notes

3 Negotiating Room for Manoeuvre: Reflections Concerning NGO Autonomy and Accountability Within the New Policy Agenda

Linear approaches to development and room for manoeuvre

The case for a greater role for NGOs: questioning current orthodoxies

NGO comparative advantage

The hour of the ‘third generation’ NGO

NGOs and civil society

NGOs as innovators

A duty to scale-up?

Ways forward

Questioning the withdrawal of government

The intractable nature of autonomy and accountability

Conclusion

Notes

4 ‘Board Games’: Governance and Accountability in NGOs

NGO governance

Forms of governance

1 Family boards

2 Invisible boards

3 Staff boards

4 Professional boards

Other issues

Linkages to accountability

Future challenges

Part II Case Studies

5 Scaling-up, Mainstreaming and Accountability: the Challenge for NGOs

1 The BINGO option

2 Multipliers

3 Planned diffusion of NGO alternatives

4 Multi-actor programming: widening the horizon

5 Mainstreaming

6 Scaling-up, mainstreaming and accountability

Notes

6 European NGOs and Democratisation in Central America: Assessing Performance in the Light of Changing Priorities

Conclusions

Notes

7 From Accountability to Shared Responsibility: NGO Evaluation in Latin America

Conclusions

Note

8 Accountability and Participation: a Case Study from Bombay

The problem of accountability

Apnalaya: the organisation and its work

Activities and mechanisms for functional accountability

Community development

Strategic accountability

An assessment of the accountability system in Apnalaya

Principle and practice

Determining longer-term impact

Taking a strategic view and accounting ‘downwards’

Negative implications of the New Policy Agenda

The sustainability problem

New directions

Strategic change

Notes

9 Strategies for Monitoring and Accountability: the Working Women’s Forum Model

Conclusion

Note

10 NGO Accountability in Bangladesh: Beneficiaries, Donors and the State

Conclusion

11 NGOs in Bangladesh: Issues of Legitimacy and Accountability

Conclusion

Notes

12 ‘Return to the Roots’: Processes of Legitimacy in Sudanese Migrant Associations1

Conclusion

Notes

13 NGOs and Development in East Africa: a View from Below1

Conclusion

Notes

Part III Ways Forward

14 Assessing NGO Performance: Difficulties, Dilemmas and a Way Ahead

1 Introduction

2 Factors affecting the assessment of project performance

Development as a linear process

Development as complex, contingent change

3 Assessing NGO organisational performance

A ‘bottom line’ for non-profit organisations

The bottom line for development NGOs

4 A way ahead in NGO performance assessment

A unifying principle: engaging multiple stakeholders structurally and systematically

The importance of process

NGO performance assessment as combined social judgement

Uniting the strands: performance as an expression of organisational capacities

Easing management tensions: linking performance and accountability

5 Speculative conclusions

Notes

15 Painting Canadian Roses Red

Canada: Evaluation off the rails?

Hard choices in hard times

Institutional funding

How to evaluate a Canadian NGO

Funding criteria

Conclusion

Notes

16 Accountability and Effectiveness in NGO Policy Alliances1

The concepts: effectiveness and accountability

Effectiveness of policy alliances

Accountability in policy alliances

The cases

The Philippine campaigns

The transnational campaigns

Analysis of alliance effectiveness

Policy outcomes

Impact on civil society

Seeking impact on both policy and civil society

Characteristics of alliance effectiveness

Analysis of alliance accountability

Factors affecting alliance accountability

Conclusion

Notes

17 Participatory Methods for Increasing NGO Accountability: a Case Study from India

Accountability: multiple dimensions

Participatory methods to increase accountability

The Aga Khan Rural Support Programme, India (AKRSP)

The development of performance criteria for AKRSP through evaluation workshops

Ranking AKRSP as a support organisation based on the agreed performance criteria

Institutional (Venn) diagramming to assess the comparative performance of AKRSP vis-à-vis other development institutions in the area

Evaluation workshops to discuss the results of the ranking exercises and steps for corrective action

Participation of Vis in strategic planning exercises prior to external evaluation

Development of local monitoring and Management Information Systems (MIS)

Participation of VI office-bearers in the recruitment of NGO staff, training and performance appraisal

Problems encountered

Implications for practice and policy

18 Transforming the Transnational NGOs: Social Auditing or Bust?

Looking back from 2010: forced shifts in accountability

Context

Seeking ways forward

Accountability and ownership

Forms of TNGO accountability

Forms of TNGO accountability

The ‘NICs’: accountability and organisation

Conclusions and lessons

Looking forward from now: a practical approach to accountability

Context

Seeking ways forward

Social auditing

Key stages of the social audit process

Accountability and effectiveness

Conclusions and lessons

19 The Primacy of the Personal1

‘Discovering’ behaviour and attitudes

Normal North-South dominance

Contemporary change in NGOs

The primacy of the personal

Homeostasis

Reasons for neglect

An agenda for personal action

An agenda for experiential learning

Notes

20 Beyond the Magic Bullet? Lessons and Conclusions

1 The influence of the New Policy Agenda – real or imagined?

2 The importance of negotiation

3 The ‘baby and the bathwater’

4 Accounting for what?

5 The management of accountability

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