Beneficiary Accountability
Written by David Bainbridge, Eleanor Tuck and Kate Bowen using materials from HAP-I,
and MANGO. Illustrations by Amy McDonald
Second edition, February 2008
The ‘DMT Good Practice Guidelines’ provide practical guidance on how to
implement, what Tearfund Disaster Management Team consider to be, good practice
on a range of cross cutting and sectoral topics. The guidelines are internally
designed for Tearfund DMT field staff and will also be a useful reference for
Tearfund partners. They do not give in-depth information on the issue, but are
intended to be simple and user friendly guides that provide practical information for
practitioners in the field. They are freely available for use or adaptation by Tearfund
partners and other organisations committed to good practice in disaster
management.
For Tearfund staff this document can be found in:
Briefing & Ref Docs\04 Good Practices (GP)\04.3 GP Cross Cutting Issues\04.3.2 Beneficiary Accountability
For external downloads go to:
http://tilz.tearfund.org/Topics/Disaster+Management/Cross+cutting+issues+good+practice.htm
February 2008
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This definition of accountability comes from the Humanitarian Accountability Partnership
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$$ The vision of HAP International is of a humanitarian system championing the rights and the
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The mission of HAP is to make humanitarian action accountable to its intended beneficiaries through
self-regulation, compliance verification and quality assurance certification.
The objectives of HAP are:
1. To develop and maintain principles of accountability to beneficiaries through research,
consultation, and collaboration;
2. To support members and potential members of HAP International in adhering to the principles
of accountability to beneficiaries by providing training and advice;
3. To communicate, advocate, promote, and report on principles of accountability;
4. To monitor and report on implementation of HAP International'
s principles of accountability to
beneficiaries and to accredit its members accordingly;
5. To assist members in finding solutions where concerns or complaints are raised about them.
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Each principle is categorized by its relative importance, beginning with the primary principles, followed
by the secondary principles and concluding with the tertiary principles. In certain circumstances, an
agency may find that the immediate consequence of complying with one principle may render it
incapable of fulfilling another. For example, the publication of a relief distribution plan (transparency)
may place intended beneficiaries and staff in great danger, justifying in that particular case the
application of a non-disclosure policy (putting the principle of humanity first). The agency must be able
to explain why it chose to operate in breach of one or more of the principles as an unavoidable
condition for being able to comply with a higher-level principle in those particular circumstances.
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Benchmark 1 is related to Humanitarian Quality Management:
The agency shall establish a humanitarian quality management system
Benchmark 2 is related to Transparency:
The agency shall make the following information publicly available to intended beneficiaries,
disaster-affected communities, agency staff and other specified groups: (a) organisational
background; (b) humanitarian accountability framework; (c) humanitarian plan and financial
summary; (d) progress reports; and (e) complaints handling procedures
Benchmark 3 is related to Beneficiary Participation:
The agency shall enable beneficiaries and their representatives to participate in programme
decisions and seek their informed consent
Benchmark 4 is related to Staff Competencies:
The agency shall determine the competences, attitudes and development required for staff to
implement its humanitarian quality management system
Benchmark 5 is related to Complaints Handling:
The agency shall establish and implement complaints-handling procedures that are effective,
accessible and safe for intended beneficiaries, disaster-affected communities, agency staff,
humanitarian partners and other specified bodies
Benchmark 6 is related to Continual Improvement:
The agency shall establish a process of continual improvement for its humanitarian
February 2008
11
accountability framework and humanitarian quality management system.
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Tearfund is a founder member of HAP. At the time of writing there are 17 agencies who have signed up
to be full members of HAP. To be a full member of HAP requires an organisational commitment to
uphold the Principles of Accountability, commit resources to achieve more accountability, be
transparent and open to independent monitoring and finally, support a system of voluntary but robust
self-regulation.
Unlike other standards that Tearfund signs up to, such as Red Cross Code of Conduct and Sphere
which are based on voluntary compliance, HAP will certify agencies who voluntarily asked to be
assessed. They will only be certified if they are found to be in compliance to accountability principles.
Since 2005, Tearfund DMT has sought to outwork beneficiary accountability principles in most
programmes including recruiting staff dedicated to this activity. Tearfund partner, ZOE, in Zimbabwe is
currently piloting beneficiary accountability principles and partners in the Tsunami response are also
developing accountability procedures.
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Continually reflect on our learning in order to
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(Benchmark 5 – Complaints Handling)
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Ensure thorough induction, appraisal and development of staff
(Benchmark 4 – Staff Competencies)
Obtain the informed consent of beneficiaries and ensure their ongoing
participation from assessment through project implementation
(Benchmark 3 – Beneficiary Participation)
Make information on Tearfund and your programme publicly available
(Benchmark 2 – Transparency)
Understand Tearfund’s values and standards or that of your own organisation
(Benchmark 1 – Humanitarian Quality Management System)
Set aside the resources needed – funds and staff – to support beneficiary accountability
February 2008
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Date: 2/11/2008