May 11, 2016

Blog

We believe listening to feedback from the people you serve can help improve outcomes. This feedback is an often overlooked but vital part of performance management. To make things easier for time and cash strapped organizations, Keystone Accountability has developed an online tool to help people collect and benchmark their
Overcoming courtesy bias – the tendency of people to tell you what they think you want to hear – is challenging. Especially in situations with a power imbalance. But for feedback data to be useful it has to be honest. One of our clients came up with various ways to
Kai Hopkins Like it or not, those with the cash set the agenda. They influence where we work and what we focus on. That is not to say they choose the wrong things or that they don’t take others’ views into consideration, but never the less, they choose. And the
Keystone believes in the power of data and benchmarking to improve how we do development. However, it is not always easy to come by. The International Aid Transparency Initiative is supposed to make information about aid easier to access, use and understand. It is the first (and only) standard for
International non-governmental organizations often ask a lot of partners in terms of reporting requirements – but how many provide reports in return? This simple innovation, introduced after receiving feedback from partners has changed the dynamic for INGO Peace Direct. Peace Direct, which supports local peace-building organizations, engaged Keystone to survey
Today we explain what not to do with the results of our Partnership Survey. 1. Having commissioned the survey, paid for it and more importantly partners have spent time answering it – don’t ignore it. Even if you don’t like the results it is important to try and understand why your
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Keystone Accountability has been working with CECP, a coalition of CEOs who believe that societal improvement is an essential measure of business performance, on feedback loops. In the guest blog below Courtney Murphy, CECP’s Director, Strategic Initiatives, explains what they discovered. Over the course of the past year, CECP, with
Localization makes partnerships in development all the more important. In this guest blog Ros Tennyson, Director of Strategy at The Partnership Brokers Association discusses the challenges of multi-stakeholder partnerships in development. Multi-stakeholder partnerships for humanitarian relief and sustainable development are much promoted (especially by donors) as the way to tackle the complicated and
Oxfam is serious about partnerships and so joined 76 other international non-governmental organisations in taking Keystone’s Partnership survey, which solicits views from partners. “The results were not particularly shocking to those of us working in programs although we hadn’t expected we would do so poorly,” said Makarand Sahasrabuddhe Program Quality
Are international non-governmental organizations ready to surrender control to southern partners? Along with accountability and effectiveness, localization – essentially the process of handing over of control of programmes to locally based actors – dominates the discussions about how international NGOs (INGOs) should behave. And it is easy to see why;