This is not only a fundamental prerequisite for fostering operational alliances with partners/counterparts but also for  a healthy  communication climate within the organization, for an inspiring and inspiring leadership    (see  The PM ethical conduct) and for building trust in the team project team.  (see also Evaluation and professional reputation and standards) 

A positive integration of evaluation, programme-management and organizational development is essential for creating a sense of transparency and accountability.

The participatory approach to all aspects of the programme cycle management will help to ensure at the same time high quality operational standards, transparency and accountability.

While doing process evaluation it is important to judge to what extent much the programme is being implemented through procedures that make the program transparent and the organization accountable for its management. 

As stakeholders increasingly demand accountability and transparency, it is becoming imperative that Impact Reports reveal:

• How programmes are contributing to greater transparency and accountability among stakeholders
• Financial information of programmes so that impact is also measured in terms of cost efficiency
• Reveal more lessons learnt and actions taken to follow this up
• Reveal the logical linkages between outputs, outcomes and impacts.

M&E, when absorbed down at all levels of the organizational structure, are also strategic in making each team member more accountable for their specific tasks and making the teams accountable for their capacity to generate the communication climate that empowers each member to fulfil her/his role.

We aim to be open and transparent in all that we do...   

"...We want to continue to improve our accountability to the people living in poverty with whom we work…In poor communities and with local partners we want to find ways to listen to their experience of working with us and the impact it has on their lives,
and be clearer about what we will do as a result.”  
 

Being accountable to the people living in poverty and suffering that we seek to serve is central to Organization's values and beliefs. It is is a key element of our rights-based approach, and a critical element of our overall legitimacy and accountability. 

There is no formula for how to do this, but as examples, being accountable involves:

• Being participatory
• Ensuring that intended beneficiaries are involved in all key programme choices at different stages of the programme cycle - identification, design, implementation, monitoring and evaluation 
• Identifying and prioritising project objectives according to the concerns of intended beneficiaries.
• Being transparent about decision-making processes
• Ensuring information on the project or programme is available and easy to understand. For example, information on project or programme activities, budgets, what has been achieved.

Steps being taken to improve accountability  include the following:

• Developing a standard policy on accountability through partners. This policy will aim to strengthen our relationship with partners and, ultimately, beneficiaries.

• Once the standard policy on accountability through partners has been developed, it will be incorporated into a new pro-forma partner contract.

• We will develop a clear and simple beneficiaries’ complaints mechanism and communicate it throughout the organisation, ensuring that beneficiaries know how, and are empowered, to channel their concerns and complaints to Organization and have them addressed.

• We are working to ensure that Organization meets all HAPI (Humanitarian Accountability Programme International) standards.  

• We are involved in the Steering Committee for Humanitarian Response (SCHR) Peer Review aimed at strengthening our measures to prevent the sexual exploitation of beneficiaries.

See also:   How to Show Values Through Action 

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