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Why Can't You Just Tell The Minister We're Doing a Good Job?
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Non-profit organisations are at the centre of a complex and sometimes ambiguous set of accountability relationships. Different stakeholders have potentially conflicting interests and demands which need to be managed by non-profit managers. Public sector reforms and changing government views on the role of non-profit organisations have influenced the way in which non-profit organisations view and manage that accountability. This study examines changes in the management of accountability of twelve non-profits delivering community services through a period in which the government approach changed from a purchaser-provider framework to a discourse of partnership. It concludes that rather than needing more accountabilty there is a need for better management of existing accountability mechanisms and a matching of government requirements to risk.
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