Downward accountability of non-governmental organizations: A case study of the Worldwide Fund for Nature in Con Dao, Viet Nam

Abstract

This thesis examines the implementation, evaluation and role of downward accountability applied to conservation and development programmes managed by non-governmental organisations (NGOs). As more holistic approaches to environmental management have gained acceptance in environmental governance methods, it has been recognised that NGOs are responsible not only to donors, members and ideals, but also to the local communities and beneficiaries with whom they work. Downward accountability is now looked to for improving and addressing some of the difficulties faced by the sector, in particular those of environmental and social justice and project efficacy. Utilising a framework rooted in the theoretical discussions surrounding downward accountability and its potential role in ameliorating issues of social inequity and providing more sustainable and realistic means for conservation and development projects to succeed, I assessed the extent of downward accountability through examination of indicators during a case study in Con Dao, Viet Nam, where the Worldwide Fund for Nature had completed the management of a conservation and development project from 2006-2009. The research focused on local community perspectives through semi-structured interviews, focus groups and questionnaires to determine two variables: evidence of downward accountability and activity success rates. Through these inductive and qualitative research methods, I then compiled results to analyse if and how the two variables were associated. Success rates of activities were generally found to be higher for activities which demonstrated greater evidence of downward accountability, where beneficiary influence was more apparent and power dynamics were more decentralised. The generation or type of method of the activity also bore relevance as each varied in its incorporation of participatory and decentralising procedures, two key indicators of downward accountability. Successful activities were those still evident during the period of research, and most obviously were those of a capacity-building nature where beneficiaries gained knowledge and/or authority to influence management decisions. The research additionally presented some of the complex dynamics within the local community, but also a degree of cohesion showing interest in environmental management.