Learn more about us
We have four standard offerings, as well as bespoke consulting services.
Keystone performance survey
Manage how you work with others with feedback from partners
Equity, Diversity, and Inclusion Survey
Addressing equity, diversity, and inclusion in international NGOs
Measurement Systems Review
Systematic stress test of how you measure, learn, and improve
CV Learning System
Build your light-touch, bespoke feedback system
The recipe for our secret sauce
Organizations can ask the people they intend to benefit what they think about plans, performance, and reports. When organizations respond effectively to what they hear, we call this Constituent Voice.
Constituent Voice is a tool to manage performance rather than a form of evaluation. Still, feedback data is an early indicator of change taking place and can be triangulated with other evidence of performance and results (including objective measures and impact evaluations) to enrich your understanding of what is happening now.
It is often predictive of future outcomes. In developing the Constituent Voice method, Keystone has drawn from tested customer satisfaction techniques, and has adapted them to the context of development where people’s choice is often limited by the monopolistic position of aid agencies and government service providers.
Ask your constituents 2 to 5 questions frequently. This is first a form of engagement. Though the data is reliable.
Separate responses as positive, okay, and negative.
Analyse and compare your feedback with that of similar organisations.
Act on feedback and dialogue with constituents. When you improve, so do your feedback scores.
Where you can gain a deeper understanding of our methods and our work
This is a cross-post from givingcompass.org Mutual Accountability for Social Change is a monthly series exploring feedback in philanthropy with practical steps for donors. By David Bonbright Have you asked (or considered asking) a nonprofit how your donation is making a difference? It’s a mistake. While it’s an important and natural[…]
It has been four years since since we began developing a website where organizations could manage feedback loops within a clear, guided and get rapid insights. Our current design for the Feedback Commons has changed a lot! This is quite common when developing products. Here are some key lessons and[…]
The myth of the development worker as a selfless saint has been busted by recent revelations of unacceptable and sometimes criminal behaviour among the staff of some of the most well-known INGOs. For people working in the sector none of these stories were surprising. While this kind of behaviour has[…]
This is a guest post by Kingsley Orievulu and Jack Cornforth of Civicus (our partners in the Resilient Roots initiative) When ActionAid Uganda faced attacks from the government for their work, including freezing the organisation’s bank account, unrelenting support from local partners and credible local leadership ensured massive popular support during[…]
Interested in measuring your impact? Of course you are. We all are! So how do we do it? Well, there are several possible ways, but what is critical is that we make the perspectives of the people who are meant to enjoy the benefits of a service visible to decision[…]
We are searching for organizations interested in testing the link between accountability to the people they serve and resilience. Keystone Accountability is working with Civicus and Accountable Now on an initiative called Resilient Roots. We are collaborating with civil society organizations around the world, supporting them with resources and grants[…]
I’m a slow learner. Over a decade into this work, it hit me that Constituent Voice is what New Yorker writer Atul Guwande dubbed a “slow idea”. In Guwande’s New Yorker article comparison of the historical uptake of anesthesia and antiseptics, he asks, why did one take off rapidly while[…]
Seven weeks after the team started their experiments we are checking in on the Rumphi Social Lab to find out what they have learnt. Fifty participants from the five teams returned to share experiences, reflect on progress and report back on what they had learned while working on their micro[…]
Today is the day for groups to dig into the detail of their planned micro-actions and get feedback and coaching. The seven ‘big ideas’ have been reduced to five. The groups driving each idea have clarified their assumptions and identified a first draft of what actions they believe they must[…]
The main objective of the fourth and final day of the Rumphi Social Lab design workshop was the formation of micro-action teams to take forward seven ‘big ideas’ to improve development in Rumphi. The teams did indeed form (and merge down to five), and lists of ‘key assumptions that must[…]