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The framework’s four principles, described below, are not exclusive to social accountability interventions; for example, Pact has published tools on how to use political economy analysis or integrate adaptive management principles into programming. Rather, the principles highlight how – by including the right combination of mindsets, management approaches, analytic approaches and tools – practitioners can develop and apply a deep understanding of a system to improve relationships within it,...
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Despite widespread endorsement of locally led development, donor agencies still struggle to translate local agency into cumulative change. Donor discourse increasingly emphasises localisation and community leadership, yet operational arrangements remain structured around upward compliance. The practical question is how local agency and institutional accountability can work together so that locally generated insights lead the way while portfolio coherence is maintained. This paper examines a...
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Social accountability has become increasingly important to development programming since the 2004 World Development Report spearheaded its first generation of programming. In 2016, Thomas Carothers synthesized global experts’ perspectives on what became known as the second generation. With an evolving global context, new research and evaluations and tacit knowledge on how those assumptions played out in practice, the time is ripe for asking what the evidence since 2004 can tell us about what...
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This note presents the key components of a potential next generation of social accountability programming. The key aspects outlined emerge from a review of over 150 cases as well as tacit knowledge from dozens of practitioners (Guerzovich and Aston, 2023).The main thread of social accountability 3.0 and what distinguishes it from previous generations is a focus on its contribution towards more responsive systems and accountable social contracts. In particular, social accountability should be...
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The world changes too much for anyone who is invested in social change work to imagine that this work is linear and predictable. Opportunities come and go, whether caused by a pandemic or political shifts. This much most social movement leaders and activists intuitively understand. But what can be done with this realization? How might movement groups better prepare for moments of opportunity? We want to explore how we can create the changes we want to see by responding to the changes that are outside our control.
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