Accountability in Humanitarian Action

Abstract

Although a growing number of NGOs are combining humanitarian and development activities, it was long the case that humanitarian action was isolated from discussions and practices in the world of development. The work of saving lives was deemed to be guided solely by the humanitarian principles, and discussions on accountability were rare. In the 1990s, humanitarian standards initiatives arose in recognition that humanitarian organisations were not accountable to affected populations. This article aims to take stock of accountability initiatives and practices in the sector. It builds on accountability theory in distinguishing upward, sideways, and downward accountability, and incorporates formal and informal forms of accountability. It is based on empirical research in Myanmar, Afghanistan, and Sierra Leone. The first part of the article outlines the history of accountability in the humanitarian sector, including an accountability timeline, and discusses current trends in performances around accountability towards displaced people, minorities, and other recipients of aid. It then presents the findings from the three countries. The article concludes by calling attention to the everyday politics of accountability, the widening accountability arena, the differential accountability demands on international and national aid providers, and the crucial importance of sideways accountability to bring accountability to a next level.

Exploration of Accountability as a Mediator between Managerial Competencies and Supply Chain Performance of Relief Aid Organisations in Western Uganda

“…Mwaura (2013) posits that a unit increase in accountability leads to a unit increase in the performance of relief aid organizations. Relief aid organisations can realize supply chain performance of having the right supplies reaching the intended beneficiaries by ensuring transparency (Hilhorst et al, 2021;Iqbal & Ahmad, 2022). Transparency (Harun, 2021) and effectiveness (Onyango, 2016).…”

“…Transparent, effective and compliant organizations provide quality relief supplies , cost-effectively, in a timely and flexibility manner (Anjomshoae et al, 2022;Awuku et al, 2020;Harun, 2021;Hilhorst et al, 2021;Iqbal & Ahmad, 2022). We believe that organisations with proper accountability mechanisms result into acquiring the right relief supplies, at the right cost and can be delivered to the right beneficiaries.…”

“…It is only recently that one study in western Uganda found that managerial competencies are positively associated with supply chain performance . That notwithstanding, extant literature affirms that accountability can have a significant impact on supply chain performance (Anjomshoae, Banomyong, Mohammed, & Kunz, 2022;Awuku, Sakyi-Darko, & Gyan, 2020;Harun, 2021;Hilhorst, Melis, Mena, & Van Voorst, 2021;Iqbal & Ahmad, 2022;Mwaura, 2013).…”

Toward a Third Local Turn: Identifying and Addressing Obstacles to Localization in Peacebuilding

“…Billboards, posters, and focus group discussions are other tools for collecting information (Hilhorst et al. 2021). The insights gained in these direct exchanges with local partners and project beneficiaries can then feed into an overarching qualitative monitoring system.…”

“…This will arguably enhance Northern donors' trust in local partners. A vibrant literature on innovative ways to strengthen downward accountability in the humanitarian sector offers valuable entry points in this regard (see e.g., Hilhorst et al 2021).…”