访客评论: Shiwei Ye
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虽然经济来源和人员/管理能力以及责任承担对一个NGO的成功至关重要，但是它最根本的力量来源于其可信度和合法性。为此，倡议公共利益的NGO必须同样尊重和严守其对他人提出的高标准。就是说，独立、不歧视、透明和问责性必须是NGO运营的所有领域中内部和外部都要遵循的指导原则。如果一个NGO没有做到这一点，不仅对自己构成危害，也会损害社会大众对NGO的信任，更不要说会给反对民权运动的人攻击的机会。
公众信任和问责性
前面一位评论者谈到在一些公民社会仍然年轻，民主空间仍然有限的国家里NGO缺乏公众信任和公众对NGO的怀疑问题，但是这一挑战在一些公民社会基础较为牢固的国家也是存在的。公共信任不是别人给的，而是自己争取的，并随着时间持续下去并获得增强。为了做到这一点，NGO必须对他们自己的行为负责。
一个NGO首先要对其旨在促进福利的目标人群负责，并拓展到整个公众。它还要为自己的工作人员、志愿者、捐赠者、宣传对象、媒体，和其NGO伙伴们负责。对这么多不同的利益人群负责并非易事，但是严格遵守我刚提到的指导原则是必不可少的。"公共利益"这个概念可以说是包罗万象，NGO们在维护它的同时很可能造成相互冲突。NGO必须做好准备，能够在不妥协其使命和不破环其他人的工作的前提下处理这样的紧张状态。
而且，NGO在其所有活动、宣传、内部管理和雇佣过程中都要做到不歧视。还要做到使命清晰，管理透明，决策过程和回报机制诚实有效。特别地，一个NGO的宣传必须与其使命一致，必须遵守伦理规则，以确保其效果能真正地改善公众利益。
资金管理
NGO需向捐赠者精确描述其使命，并向后者汇报如何使用捐赠款/物，这一点绝不可缺。它还要向公众公布其资金来源和募捐活动的信息。如果NGO有充分理由相信接受某项捐赠可能会损害他们的独立性和公正性，那么他们不应该接受或寻求此类资金以任何方式提供的支持。管理层和工作人员在资金控制、常规汇报和独立审计方面必须坚持最高标准，必须在内部和外部都要建立相互负责程序。
有效性
最后，问责性不仅意味着诚实公开，还意味着有效地达到期望的结果和目标。NGO必须向捐赠者和支持者们显示他们的捐献改善了社会福利。因此，监督和评估应该制度化，成为程序中的一个不可或缺的部分，以确保有效实施和取得期望效果。在董事会、管理层、工作人员和志愿者间要建立多个评估和反馈机制，确保有建设性的批评能得到鼓励、吸收和并得以实施。
Shiwei Ye曾经是亚洲促进会的网站研究协理。目前，他正在泰国一家推进人口与发展政策的国会组织担任编辑和项目助理。 Although financial resources and staff/management competence and commitment are crucial to the success of an NGO, its fundamental strength derives from its credibility and legitimacy. To be credible and legitimate, NGOs that work to promote public good must respect and uphold the same high standards it demands of others. In other words, independence, non-discrimination, transparency and accountability must be their guiding principles in all areas of operations, both internally and externally. Failure by one NGO to do so endangers not only itself but erodes trust in civil society in general, not to mention the ammunition such a failure could give to opponents of civic activism. Public Trust and Accountability A previous commentator talked about the lack of public trust and public skepticism of NGOs in some countries where civil society is still young and the democratic space remains limited, but this challenge also exists in countries where civil society has established a strong footing. Public trust is not a given but must be gained, strengthened and sustained over time. To do so, NGOs must be held accountable for their action. An NGO is accountable first and foremost to the people whose welfare it seeks to promote and by extension the general public. It is also accountable to its own staff and volunteers, donors, the targets of its advocacy, the media, and its fellow NGO partners. Accountability to such a diverse group of stakeholders is certainly not easy, but a firm commitment to the guiding principles I just mentioned is indispensable. The concept of "public interests" is over-arching and in its defense NGOs may very well come into conflict with each other. NGOs must be ready and capable of managing such tension without compromising its own mission or undermining the work of others. Furthermore, NGOs must be non-discriminatory in all its activities, advocacy and internal governance and hiring practices. The mission and management processes must be clear and well-defined, with honest and effective decision-making and reporting mechanisms. In particular, an NGO's advocacy must be consistent with its mission and must observe ethical guidelines to ensure its impact truly advances public interests. Financial Management It is imperative that an NGO also accurately inform donors of its mission and how their donations are being used. It must also publish and disseminate to the public information about the sources of its financial support and fundraising activities. NGOs must not accept or solicit financial support in any forms if they have sufficient reason to believe doing so would compromise their independence and impartiality. Management and staff must adhere to the highest standard of financial control, regular reporting and independent audits, with mutual accountability processes built in both internally and externally. Effectiveness Finally, accountability means not only honesty and openness, but also effectiveness in achieving desired results and goals. NGOs must show donors and supporters that their contribution is making a positive difference in social welfare. Therefore, monitoring and evaluation should be an institutionalized and integral part of programming to ensure effective implementation and desired outcomes. There should be multiple evaluation and feedback processes among board members, management, staff and volunteers to ensure constructive criticism is encouraged, digested and acted on. Shiwei Ye is a former website research coordinator for Asia Catalyst. He is currently working in Thailand as editor and programme associate for an inter-parliamentary organization that advocates for better policy on population and development.
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Sara L.M. Davis, Ph.D. ("Meg")
Executive Director
Asia Catalyst
www.asiacatalyst.org
www.yazhoudiaocha.com
www.songandsilence.com
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