About the Charter

User's guide

• Background
• Q&A
• User's Guide
• Governance and Management of the Charter
• Management Committee
• Administration

Together with other leading international NGOs (INGOs), our organisation has signed the INGO Accountability Charter.

This Charter is historic in many ways. It is the first time the large international NGOs have publicly outlined, together, their shared principles and commitments. It is the first time they have set down the standards of accountability and transparency which they hold themselves to, and which they will expect to be held to - by their staff, supporters and other stakeholders. They recognise that in a world where NGOs have a much greater voice, whether through campaigns, advocacy or sheer size, it is important that they are accountable to the public in their own markets and accountable to the people they are working to support elsewhere; partners, allies and beneficiaries. This is vital for public trust.

In many respects, the Charter embodies the principles and processes that we and other INGOs have observed since our creation. Staff in all parts of the organisation, however, will have questions about what the Charter means, and how it is to be implemented.

These are likely to include questions such as:

• Why do we need a charter?
• What's in it?
• Who does it apply to?
• How does it affect existing policy?
• Do we have to do everything at once?
• How should new policies be introduced?
• What to do if we already observe higher standards?

The Charter was written to be short, clear and self-explanatory. In most cases, staff should be able to satisfy their basic questions by simply reading it. To help provide further background, a 'Question and Answer' briefing has also been prepared and circulated.

This 'User's Guide' has been prepared to supplement the Charter and 'Q&A' by addressing the various practical questions %u2013 particularly for those in management positions - that may arise in the implementation process.

PRODUCTS (What do we have to do?)

1. External: The Charter commits the INGO to a number of activities that will require specific policies and activities to be given external public profile. Much of this is already being done by signatory INGOs. The areas involved include:

   • a report 'at least once a year' on the aspects identified in the Charter;
   • public notice of our commitment to the Charter;
   • evidence of active communication to stakeholders about ourselves;
   • guidance to stakeholders on how they can easily 'comment on our programmes, campaigns and policies'; and
   • a statement on ethical fundraising commitments available to all donors.

   Each organisation will have its own approach to these issues. Perhaps the most cost-effective ways of addressing these communication issues is to ensure that the organisation's website carries the relevant information. This can also be supplemented by written materials (e.g. fund-raising appeals) produced in the normal course of work, which can reference more detailed policies available on the website.

   In preparing for the launch of the Charter, there will also be a set of communication issues that will need to be addressed. These will include responses to likely questions on what prompted INGOs to develop the Charter, how it will affect practices on the ground, and how it affects their position on the value of voluntary instruments.

2. Internal: The Charter also requires the organisation to have internal policies and practices that conform with its various commitments. Again, in most cases, INGOs will already have policies in place for these areas, and new policies will not be necessary. In some cases, INGOs may wish to simply use the Charter as their public statement of general policy.

   Examples of internal materials that will be required include policies identifying and/or setting out:

   • advocacy: 'clear processes for adopting public policy positions';
   • timelines for applying the Charter 'progressively' to all relevant areas;
   • a commitment to 'promote diversity, gender equity and balance, impartiality and non-discrimination in all our activities%u2026';
   • 'defined evaluation procedures' for boards, staff and programmes;
   • reporting on compliance with normal legal requirements for the organisation;
   • processes to 'take all possible steps to ensure that there are no links with organisations or persons involved in illegal or unethical practices';
   • prohibition of acts of bribery or corruption;
   • condemnation of sexual exploitation, abuse and discrimination;
   • processes to be followed by staff wishing to draw 'attention to activities that may not comply with the law or our mission and commitments, including the provisions in this Code'; and
   • a process for capturing experience in the Charter's implementation that can be used for its future refinement to 'improve accountability and transparency'.

   It should be noted that while the Charter does not require that these policies be made available to the public, this is encouraged, and there may be a need to produce them at some point in the future if the issue arises.

   For this reason, it would be desirable for signatory INGOs to begin compiling relevant existing policies and ensuring that these are both consistent (i.e. with the Charter, and with each other), and readily available. This process should be generally valuable as a way of reviewing the adequacy, scope and effectiveness of current policies.

PROCESS (how do we do it?)

Each INGO will want to develop an implementation strategy that best suits its own culture, structure, processes and experience. The check-list below is not meant to be prescriptive but designed to help INGOs consider how they want to go about some of the basic actions that may need to be taken.

Coordination

Implementation of the Charter will require good coordination and this will vary depending on the size and nature of the INGO. One way of doing this would be to begin by appointing someone as a 'Charter Coordinator', and/or a 'Charter Working Group'. Examples of the sorts of tasks that may be required, and how they might be allocated, are listed below,

Coordinator: possible tasks-

• chair Charter Working Group (see below);
• maintain oversight of implementation plan and process;
• hold key Charter documents;
• act as main internal point of contact on Charter issues;
• keep Senior Management Team briefed on Charter implementation;
• act as the main external point of contact (e.g. with other INGO coordinators, and with the INGO host secretariat) on Charter issues; and
• keep organisation briefed on relevant external developments.

Working Group: There will be a need to develop a Charter 'implementation plan'. Possible tasks of the Working Group in this respect could be to-

• check whether other codes have been adopted or endorsed (how do these affect the commitments made in the Charter?);
• review and list existing policies that may be affected (how do these affect the commitments made in the Charter?);
• identify process or policy questions arising from signature of the Charter in relation to existing processes and policies;
• develop a specific strategy and timelines for preparation of the annual report;
• identify areas of research or action required to ensure relevant data is available for the report provided for in the Charter;
• consider options for assurance of the report (e.g. internal or independent third party verification?)
• identify internal and external communications issues arising from signature of the Charter (see above);
• agree time-lines for meeting any charter commitments not yet covered by current policies and practices;
• recommend/decide on implementation strategy across the organisation;
• prepare an indicative a budget proposal for any additional work that might be involved;
• monitor progress in Charter implementation, and advise on mechanisms to report back to the INGO on its progress; and
• develop processes for identifying areas where the Charter requires clarification or improvement (e.g. creating a 'parking lot' for issues that arise).

If a Working Group is constituted, INGOs should consider including representation from the following areas:

• policy and programme
• advocacy (where separate)
• communications
• finance and accounting
• legal
• fund-raising
• employee associations or representatives

As a final note, it should be remembered that the Charter represents a statement of values and commitments for everyone in the organisation. For this reason, INGOs should ensure as far as possible that all staff are fully engaged in the implementation process, and see it as an opportunity to embed, celebrate and advance the principles enshrined in the Charter.