And yet, this diversity of size and approach is what keeps the sector relevant and flexible. As it tries to do more with less, deals with growing needs, works with new private sector and government partners, keeps its volunteers motivated and effective, and casts the net more broadly in search of scarce public funds, the voluntary sector is trying on new roles and new organizational models. In short, the sector is confronted by change and challenge in nearly every aspect of its work. Clearly it is time for an open discussion about the nature of accountability in the voluntary sector, and the fit with public values and expectations about the sector s performance. As a result, these organizations are responsible for what they chose to do and how well they do it.
Voluntary organizations have multiple accountabilities downward, outward and upward.
They are accountable to the general public, their beneficiaries or clients, their donors and patrons, their partners, their members, their volunteers, their staff and governments. Some are applied by external regulatory agencies, while others constitute internal self-regulating measures. In October 1997, the VSR launched a high-profile Panel on Accountability and Governance with a mandate to examine sector practices and propose ways to strengthen accountability within the sector. The Panel plans to consult the sector, governments, business leaders, and the general public and will draw on the expertise and energy of six individuals with a wide range of personal and professional credentials. Panel members bring experience from the worlds of business, politics, education, and community action.