Accountability and social impact evaluation in a small NPO: stakeholder ambiguity, networks and trust

Purpose Accountability via social impact (SI) reporting is essential in the third sector, but its delivery is difficult to achieve for small non-profit organisations (NPOs). This case study of a regional NPO aims to explore social impact evaluation (SIE) to understand accountability in this context as for whom, for what and how. Design/methodology/approach Interview data from 18 NPO stakeholders (in industry, university and government) were analysed thematically. Findings The study identifies three themes, finding, firstly, that stakeholders perceive the NPO as adding value that is difficult to quantify. Secondly, the NPO builds trust but this is associated with one key person, suggesting both accountability and vulnerability. Thirdly, blurred stakeholder boundaries make it difficult to identify who is accountable for what. The intangible nature of the NPO’s activities and overlapping responsibilities identified in these three themes mean extracting SI measures is difficult. Research limitations/implications The study extends research into how competing stakeholder views and ambiguity interact with “doing” SIE and adds to our understanding of NPO stakeholder accountability and the unintended consequences of attaching SI value to NPOs. Further research should examine SIE within other small, under- and well-resourced NPOs and test its impacts longitudinally. Practical implications Some recommendations for SIE approaches are drawn from the interview data. Originality/value While much of the literature on SIE focuses on large entities, this study examines the practical and conceptual issues of a small third-sector entity attempting to deliver accountability via SI reporting.