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Understandability and Transparency of the Financial Statements of ...

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Programme refers to a meeting <strong>of</strong><br />

objectives i.e. outcomes relating to an<br />

activity.<br />

Public is where <strong>the</strong>re is a direct<br />

accountability relationship between<br />

public servants <strong>and</strong> <strong>the</strong> public.<br />

Social is <strong>the</strong> impact <strong>the</strong> charity has on<br />

o<strong>the</strong>r organisations, individuals <strong>and</strong> <strong>the</strong><br />

environment.<br />

Upward to financial supporters <strong>and</strong><br />

oversight bodies.<br />

(Cordery & Baskerville, 2005; Dellaportas et<br />

al., 2008; Flack & Ryan, 2004; Stewart,<br />

1984)<br />

(Flack & Ryan, 2004; Narayan, 2006)<br />

(Ahmed & Wickramsinghe, 2009; Jayasinghe<br />

& Soobaroyen, 2009; Lindkvist & Llewellyn,<br />

2003)<br />

(Adams, 2004; Agyemang et al., 2009;<br />

Ahmed & Wickramsinghe, 2009; Association<br />

<strong>of</strong> Chartered Certified Accountants, 2006;<br />

Connolly & Dhanani, 2009; Cordery, 2008;<br />

Dhanani, 2009; Jayasinghe & Soobaroyen,<br />

2009; O'Dwyer & Unerman, 2008)<br />

Table 5-4 Concepts <strong>of</strong> Accountability<br />

For this research <strong>the</strong> distinction is not between st<strong>and</strong>ards <strong>and</strong> judgement, but ra<strong>the</strong>r<br />

between financial <strong>and</strong> performance accountability, which toge<strong>the</strong>r incorporate several<br />

o<strong>the</strong>r concepts <strong>of</strong> accountability as can be seen from Table 5-5.<br />

<strong>Financial</strong> Accountability<br />

(Findings Chapter Six & Seven)<br />

<strong>Financial</strong> accountability encompasses a<br />

wide range <strong>of</strong> concepts including:<br />

compliance; control; fiduciary; fiscal;<br />

process; pr<strong>of</strong>essional; <strong>and</strong> probity.<br />

Table 5-5 Aspects <strong>of</strong> Charity Accountability<br />

Performance Accountability<br />

(Findings Chapter Eight)<br />

Performance accountability also<br />

incorporates:<br />

programme<br />

managerial <strong>and</strong><br />

This research also draws on <strong>the</strong> <strong>the</strong>oretical constructs <strong>of</strong> hierarchical <strong>and</strong> holistic<br />

accountability highlighted by O‟Dwyer & Unerman (2008) <strong>and</strong> has already looked at<br />

accountability in relation to stakeholders (Chapter Five, section 5.3), which implicitly<br />

relates to <strong>the</strong> following concepts <strong>of</strong> accountability: downward; negotiated; political;<br />

public <strong>and</strong> upward. Implicit in this research is also <strong>the</strong> assumption that individuals act<br />

ethically, which incorporates <strong>the</strong> concepts <strong>of</strong> individual <strong>and</strong> personal accountability.<br />

Ano<strong>the</strong>r category drawn on throughout this research is social accountability, which<br />

considers <strong>the</strong> impacts charity has on its environment, including its stakeholders.<br />

As shown in Table 5-5 <strong>the</strong> focus on reporting findings for this research will first be on<br />

financial accountability, in particular pr<strong>of</strong>essional accountability as reflected in <strong>the</strong><br />

production <strong>of</strong> financial statements compliant with appropriate GAAP, covered in<br />

Chapter Six. Fiduciary accountability is covered in relation to compliance with<br />

legislation <strong>and</strong> <strong>the</strong> need for monitoring, which is covered in Chapter Seven. Second,<br />

performance accountability, which is associated with <strong>the</strong> efficiency <strong>and</strong> effectiveness <strong>of</strong><br />

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