Holding resources has traditionally meant that funders also hold the levers of power – and the ability to direct others’ efforts in specific directions. In this thought paper, Jim Coe and I argue for evaluating effectiveness using a new accountability model.

We discuss the opportunity created by general operating support and other efforts to institutionalize more trust-based relations between funders and the groups they support to fundamentally rethink accountability and effectiveness. As an alternative, we share a new, asymmetrical accountability model and evaluation measures that illustrate this reconfiguration.

For more details please see https://floorboards.report.