ABSTRACT
A balanced set of accountability relations is crucial for the organizational and economic sustainability of DROs. When DROs grow in numbers and complexity, institutional mechanisms need to be established to replace the informal and trust-based relations of downward accountability that are sufficient in small local organizations. Supporting NGOs and donors place much emphasis on establishing strong upward accountability mechanisms that allow the DRO to adhere to its financial and contractual commitments. Less attention is paid to fostering a culture of downward accountability whereby DRO leaders are responsible to the members. Yet, downward accountability is crucial to ensure an active membership base that fosters ownership, enables learning loops, avoids elite capture and curbs economic leakage.
