Rob Lloyd is an Associate Director at Itad. Rob leads the company’s work in the area of organisational effectiveness and capacity development. He has particular expertise in supporting the development of organisational monitoring and evaluation systems, institutional assessments, capacity development and Theories of Change (ToC). He has worked with many clients including DFID, EC, Norad, GIZ and several INGOs, including Nike and Commonwealth Foundations, and is very familiar with their evaluation work and systems and institutional set-ups for operations and evaluations.
Rob currently manages, both as Project Director and Team Leader, a number of large scale complex multi-country evaluations including an evaluation of UNICEF’s Communications for Development activities and an evaluation of DFID’s support to building the capacity of policy makers in eight countries to access, appraise and use evidence. Rob is also providing Technical Advice and Quality Assurance to the Evaluation of National Taxpayers Association School Report Card Work for the Hewlett Foundation in Kenya. He was recently Deputy Team Leader for the Norad evaluation of the Norwegian Aid Administration’s approach to results measurement and evaluation (an evaluation which won the prize of Best Evaluation of the year at the Norwegian Evaluation Society) and an Australian DFAT quality review and meta-evaluation of all 85 operational evaluations completed in 2012. Most recently, he has been directing a Real-Time Evaluation of Danida Country Programme for Kenya using a ToC. He has developed ToCs for several assignments, including the Evaluation of NICE International’s Health Partnership Scheme and the Impact evaluation of DFID’s beneficiary feedback and transparency pilots. He has a significant experience with a wide range of evaluation methodologies, including qualitative and mixed methods.
Find out more about Rob in his 60 Second Interview.
|Languages:||English (mother tongue), German, Spanish|
Belize, DR Congo, Eritrea, Guatemala, India, Kenya, Nepal, Uganda
Institute of Development Studies, University of Sussex
Kings College London, University of London
Setting up, developing and managing a high profile, million pound DfID/Comic Relief/NGO funded programme designed to build the capacity of UK civil society to improve how they measure and demonstrate their effectiveness and impact. This involved building, manintaining and managing the engagement of 270 CSOs across multiple work streams on organisational effectiveness, M&E, transparency/IATI and value for money; developing and overseeing the programme's M&E framework, operational plan and budget; reporting to a pool of donors including DfID, Comic Relief and 16 Bond members; line management of two programme assistants and a project officer and various teams of consultants. Key outputs from the programme included: a sector wide framework of common outcomes, indicators and data collection tools in the areas of governance and accountability, empowerment, education, child protection, capacity development and advocacy/ campaigning; a quality assurance framework for testing the rigour of NGO evaluations; a sector wide approach to Value for Money, a training course of VFM and a community of practice; an online effectiveness self-assessment tool and resource portal which supports peer benchmarking (Organisational Health Check); a toolkit and training course on theories of change; and guidance on the cost of developing and maintaining an organisation wide M&E framework for CSOs of different sizes and capacities
Action Aid UK
Seconded to ActionAid UK to oversee its M&E system. This involved coordinating an organisation wide review of performance, including facilitating team, departmental and senior management discussions about successes, setbacks and lessons and supporting teams in collating and analyzing annual M&E data. Based on these discussions produced the 2009 ActionAid Annual Performance Report, and Annual Review. Also, provided advise and training to departments on the development of Key Performance Indicators.
One World Trust
Leading the development of the Global Accountability Report between 2007-10 and its expansion into a high profile and widely recognized tool for improving accountability in the public, private and NGO sectors. This involved: overseeing the 6-8 person team that conducted the annual assessment of 30 global organizations; ensuring quality and credibility of data collection and the assessment process; developing and maintaining relationships with senior figures within assessed organisations and presenting findings and recommendations to them; acting as the key media spokesperson for the Report; leading the two year global consultation on the revision of the Report methodology between 2008-10; Securing funding from the Ford Foundation for and providing oversight of a two year project that mapped the extent, nature and depth of self regulation (eg codes of conduct, certification schemes, accreditation schemes) within civil society worldwide. Outputs from the project included an interactive online map and database of self-regulatory initiatives; research reports into the nature of civil society self-regulation worldwide, the development of best practice guidelines for establishing and maintaining self-regulatory initiatives. To deliver the project and communicate the findings partnership were established with CIVICUS and European Center for Not for Profit Law. Securing and delivering a wide range of consultancy contracts from organizations in the public and NGO sectors on issues related to governance, accountability, M&E and learning (see consultancy section below for detailed list of clients and assignments). Line managed two project officers. Responsible for project budgets, M&E and donor reporting
One World Trust
Led the development of the Global Accountability Index framework and assessment methodology; Part of the team that designed the Global Accountbaility Framework, leading on the monitoring and evaluation dimension
Institute of Development Studies
Provided research support to the Future Health Systems research consortium
Institute of Development Studies
Provided research support to a World Bank funded project researching the political economy of governance reforms in Brazil, Uganda and India
(Bill and Melinda Gates Foundation) - Project Director
The Bill and Melinda Gates Foundation (BMGF) commissioned Itad to undertake an external assessment of the work of its Global Fund Advocacy Program (GFAP). The purpose of this work is to maximize the contribution of government donors to the Global Fund 5th Replenishment. The GFAP provides resources to a set of advocacy organizations (‘the grantees’) in order to educate and influence donor governments’ decisions.
(Canada’s DFATD) - Team Member
Itad has been commissioned to deliver a meta-evaluation of decentralized evaluations undertaken by Canada’s Department of Foreign Affairs, Trade and Development’s (DFATD) between April 2009 and March 2014. The scope of this assignment presents an excellent opportunity to conduct a comprehensive study of evaluation quality. The literature in this field recognizes that there is gap in past meta-evaluations that have concentrated on only selected aspects of determinants of quality. Many concentrate on reviewing the quality of evaluation products only, with limited attention on the processes, the institutional context, capacities and supporting systems that also may play an important role on determining quality. In this task, we have the opportunity to examine a wider set of quality determinants.
(UNICEF) - Project Director
C4D is the application of the principles of effective communication to further development objectives and is used widely in emergency response. The response to the Ebola epidemic has made C4D / social mobilization a key responsibility for UNICEF. The aim of this evaluation, using a formative and theory based approach is to understand both the extent to which C4D have been integrated and mainstreamed within UNICEF’s policies and practices and the effectiveness of its capacity development efforts.
(Danida, Kenya) - Project Director
Using theory of change as a point of departure for following progress and trajectories towards impact. Evaluation activities include: review of existing M&E systems and data, quality review of the Kenya country programme theory of change, development of an overall RTE design, review and synthesis of secondary data to identify areas for primary data collection, design and scoping of additional studies, synthesis of primary and secondary data since 2015.
(GirlHub/Nike Foundation) - Project Director
Girl Hub is a strategic collaboration between the UK Department for International Development and the Nike Foundation, designed to bring together the expertise of both organisations to transform the lives of adolescent girls. Following an initial evaluability assessment, Rob is now directing a global evaluation of the programme in the 3 countries.
(NORAD) - Project Director
Providing direction and backstopping for this evaluation whose aim is to improve decision-making and strategy development regarding Norwegian support to capacity development in developing countries.
(DFID) - Project Director
Overall responsibility for the evaluation supporting the Team Leader on the theory based evaluation design, designing the approach to country level case evaluations, and providing technical direction to the team.
(DFID) - Project Director
Description: The recent Humanitarian Emergency Response Review (HERR) emphasised the need to improve the evidence base underpinning humanitarian action as well as the use of innovative technologies in humanitarian response. Itad is leading an evaluation of DFID's new Humanitarian Innovation and Evidence (HIE) Programme, which will assess the delivery of the strategy and ascertain to what extent DFID has fulfilled the Government's commitment in the HERR Response. The HIE programme is a joint initiative between DFID's policy, operations and research departments that aims to improve humanitarian outcomes by increasing the quality, quantity and use of evidence in decision-making, and catalysing and bringing to scale major innovations in humanitarian practice. Four areas for investment have been prioritised: providing better information about risk, identifying which humanitarian interventions work best, building national capacity to respond to disasters, and ensuring that evidence is available and informs decision-making
Activities: Overall project management; budget management; contracting; quality assurance of deliverables; inputting into technical design and methodology.
(DFID, Bangladesh, Mozambique, Pakistan, India, Tanzania, Ethiopia) - Deputy team leader
Description: An evaluation of 12 DFID pilots which combines the use of quasi-experimental methods, theory based approaches and process evaluation to understand if and how beneficiary feedback mechanisms and transparency results in improved programme quality and better development outcomes. The steps in the evaluation include: conducting evaluability assessments of pilots to shape the evaluation design; designing, piloting and implementing data collection tools including an innovative ratings and weighting tool which quantifies qualitative data drawn from focus group discussions and interviews with programme staff and beneficiaries and support statistical analysis; conducting a baseline, midterm and endline evaluation; in two pilots conducting two large scale surveys to support the use of quasi-experimental methods; conducting workshops with DFID HQ and country level stakeholders to support ongoing learning from the evaluation; production of country reports, a synthesis evaluation, and a how to note for DFID programme staff
Activities: Supporting team leader in managing a team of 16 people; developing overarching evaluation framework; designing common data collection tools; overseeing three country studies; quality assuring survey data; working with communication expert to design and implement communication and research uptake strategy
(AusAID) - Team Member
Description: Conducted a review of the quality of the operational evaluations commissioned by AusAID in 2012/13. This involved: developing a quality checklist to test the robustness and credibility of the evaluations; applying this to over 80 independent evaluations; and analysing the results to identify common strengths and weaknesses. Following this, those evaluations that met basic quality standards were taken through to a synthesis. The synthesis applied an inductive method to over 60 evaluations to identify operational lessons for AusAID policy and practice. The results of both the quality review and synthesis were written up in Report published by the Office of Development Effectiveness.
Activities: Member of the core team; designed quality checklist; assessed the quality of a sample of evaluations; led on the synthesis of key themes; reporting writing.
(Norad) - Deputy Team Leader
Description: This evaluation sought to understand the extent to which grants disbursed through the Norwegian aid administration are designed and delivered in such as way that they can demonstrate results and be evaluated. The evaluation was framed around a series of hypotheses designed to test different possible barriers to effective results measurement: were the existing policies and procedures for planning results in grants adequately designed; were staff adequately trained to manage for results in grant management; were policies and systems correctly implemented when grants were approved? The study also checked to see if problems were arising in the way Norad's Evaluation Department (EVAL) designed and managed evaluations: did EVAL ensure evaluation designs place an appropriate emphasis on measuring results; and were consultants recruited to evaluate sufficiently competent? Data collection was designed around three lines of enquiry.
Activities: Designed the overall methodology; led the analysis of the grant management procedures and processes; reviewed a sample of grants; Drafted final report.
(Transparency International ) - Project Director
Description: The main objective of this contract is to provide conceptual and technical support to the Transparency International (TI) Monitoring Evaluation and Learning (MEL) unit in the conceptualisation, development and piloting of a TI-wide approach to measuring and monitoring outcome and impact. Support is provided in four phases: First, an assessment was made of the viability of having a TI-wide approach to measuring and monitoring outcomes and impact. This included a scan of the wider NGO sector. Second, the key components of the system were developed, as well as a clear indication of the operationalisation potential, including resources implications. Moving forward, phase 3 will involve developing the necessary manuals, data protocols, tools, documents that facilitate implementation of the new system and phase four, will involve supporting the MEL unit in the piloting of the approach at the TI secretariat and among a selection of Chapters.
Activities: Overall project management; client management; input into technical approach.
(NICE International, India, China and UK) - Team Leader
Description: Evaluation of NICE International's activities in India and China to improve evidenced based decision making and capacity in the health sector. The assignment involves three phases: developing and agreeing theories of change at the programme and country levels, developing an evaluation framework and data collection tools; supporting country teams with data collection and analysis.
Activities: Managing team of six people; facilitating workshops in India and China to develop and agree a theory of change; developing evaluation framework; leading the design and implementation of the programme evaluation
(GIZ, Uganda) - Project Director
Description: Supporting Evaluation Capacity Development (ECD) in Government and Civil Society in Uganda. The ECD project is a three year Government of Uganda project financed from the Supra-regional Fund Programme Strengthening Evaluation Capacities in partner countries and is supported by the German Federal Ministry for Economic Co-operation and Development (BMZ). The project has four interventions i) information events, ii) gender sensitive development of evaluation standards, iii) continuing training courses of short and medium duration, iv) establishment of a blended learner Masters course. The Officer of the Prime Minister is the main implementing partner and the training programme will run across different ministries, departments and agencies. The overall objective is 'selected ministries and authorities and civil society organisations in Uganda mainstream professional monitoring and evaluation for policy-making and for steering policy measures, programmes and projects'. ITAD is responsible for the training courses through a series of Training of Trainers (ToT) modules in Uganda. The aim of the ToT is to build a critical mass of trainers on evaluation in Uganda which can then roll-out a training programme among a larger target group - Office of the Prime Minister administrators, decision makers, project managers, public sector officials, the private sector and civil society
Activities: Overseeing course development and quality assuring course content.
(International AIDS Vaccine Initiative (IAVI), UK) - Deputy Team Leader
Description: The International AIDS Vaccine Initiative (IAVI) is a global not-for-profit organization whose mission is to ensure the development of safe, effective, accessible, preventive HIV vaccines for use throughout the world. Founded in 1996, IAVI works with partners in 25 countries to research, design and develop AIDS vaccine candidates. IAVI also conducts policy analysis and serves as an advocate for the AIDS vaccine field. This assignment sees ITAD supporting IAVI in developing a framework for assessing the 'value for money' (VFM) generated through vaccine-focused Product Development Partnerships (PDPs), and making recommendations on using the framework to carry out an evaluation of IAVI. While several evaluation frameworks exist for PDPs there is no consensus on how to assess the VFM of PDPs, particularly given that PDPs operate in distinct disease and product areas, and use distinct operating models. Donors, policymakers, and PDPs themselves are increasingly calling for such an assessment framework to guide investment decisions and to serve as a performance management tool
Activities: Collated VFM indicators and applied a five step methodology to assess and diagnose their quality and make suggestions for improvement
(CAFOD (representing all NGOs receiving DfID PPA funding), UK) - Team Leader
Description: A meta evaluation of the added value of strategic funding to CSOs. The evaluation, jointly commissioned by all NGOs that currently receive DfID Programme Partnership Agreement (PPA) funding, involved reviewing 39 Independent Evaluations of PPA agencies along with other documentation, and stakeholder interviews to identify the key strengths and weaknesses of strategic funding to CSOs, the prevalence of these across PPA agencies and the quality and robustness of the evidence to support them. Where evidence was strongest, a series of four in-depth case studies were developed that explored how unrestricted funding has strengthed CSO capacity, supported greater flexibility and innovation and improved development outcomes.
Activities: Led a team of three people; developed assessment methodology for identifyting strengths and weaknesses along with testing the robustness of evidence supporting them; conducted interviews with key NGO sector and DfID representatives; drafted report.
(IDRC, Nepal, Kenya) - Capacity development specialist
Description: This assignment was part of a wider three year IDRC funded programme on building the capacity of Southern think tanks. It involved working with think tanks in Nepal (ForestAction) and Kenya (Center for Governance and Development) to review their organisational arrnagements and practices and design approaches and mechanisms for imporoving accountability and transparency both internally to staff and the Board and external to stakeholders such as peers, donors and policy makers.
Activities: Workshop design and facilitation; supported organisation self-assessment; action planning; designing appropriate approaches to transparency and collecting stakeholder feedback.
(Bond UK) - Study Lead
Description: Conducting a review of quality frameworks in operation around the globe (EFQM, ISO 4100, PQASSO, HAP, People in Aid, Sphere), exploring successes and challenges they experienced in their implementation and based on this providing recommendations for Bond in developing their own framework.
Activities: Developed criteria for assessing, comparing and analysing different quality frameworks; conducted interviews with key representatives within quality initiatives and with NGOs currently apply the systems
(ActionAid UK) - M&E expert
Description: Supporting campaigns and policy team to develop appropriate M&E frameworks for all major ActionAid UK campaigns
Activities: Facilitating workshops with campaign and policy teams to develop campaign specific theories of change and monitoring indicators and data collection tools.
(NGO Voluntary Organisations in Cooperation in Emergencies (VOICE), Belgium) - Lead trainer
Description: Over two years delivered three, three day training course on humanitarian accountability that introduced participants to the concepts, debates and different initiatives and frameworks concerning accountability in humanitarina emergencies. The course also introduced tools to strengthen accountability and the potential challenges to their implementation, and allowed participants to develop approaches for their organisations in complaints handling and participation.
Activities: Designed and delivered three day training course; identified and managed other sector experts to present on specific days of the training
(Independent evaluation of EC funding to NGOs) - Deputy team leader
Description: An evaluation of the effectiveness of the European Commission's cooperation with NGOs, specifically EuropeAid, ECHO, Education and Culture and Environment. Drawing on stakeholder interviews, survey findings and case studies of other government bodies that support NGOs (SIDA, Dutch Ministry of Foreign Affairs and DfID), the report produced a series of recommendations of ways in which the EC could improve the effectiveness of its funding to NGOs.
Activities: Designed and administered survey; conducted in depth interviews with NGOs representatives, EC officials and officials at other donor instituions; designed and led the development of three indepth case studies on donor engagement with NGOs
(Amnesty International, UK) - Study lead
Description: Designed in consultation with Amnesty International staff a mechanism for collecting feedback from stakeholders and a system for storing, managing and responding to the data. Also, supported the roll out of the mechanism through tailored training to different teams and designed and delivered an evaluation to review progress in implementation
Activities: Consultation with staff on the possible benefits and challenges of a feedback mechanism; working with a core group to develop the feedback mechanism and system; designing and delivering tailored training to teams on the feedback mechanism; designing and delivering evaluation training, and eventual evaluation of first year of implementation.
(Commonwealth Foundation, India, Belize, Cameroon, Pacific Islands, Uganda) - Project Director
Description: Within the context of this changing political environment for CSOs, worked in partnership with the Commonwealth Foundation on a project across four Commonwealth countries, Belize, India, Cameroon and Uganda, and one region, the Pacific islands, to stimulate discussion among CSOs on what it means to be accountable. Working with Society for Education and Research (SPEAR) in Belize, Voluntary Action Network India (VANI) in India, North West Association of Development NGOs (NWANDO) in Cameroon Development Network of Indigenous Voluntary Associations (DENIVA) in Uganda and the Pacific Island Association for NGOs (PIANGO) in the Pacific region the project engaged CSOs in each location in developing a set of common principles for accountability, developed a set of country toolkits that provide assistance to organisations in putting accountability into practice and establishing platforms for ongoing peer learning
Activities: Managed the project activities, budget and team; designed project methodology; delivered consultation workshops in Belize, Uganda, India; Developed toolkit structure; facilitated structured organisation self-assessments with range of CSOs in Belize.
(World Vision International, Switzerland) - Study Lead
Description: Working with the Global Director for Global Accountability at World Vision International designed, administered and analysed a study into staff perceptions of accountability. This involved a major survey of WVI staff and follow up focus groups. The report identified patterns in staff perceptions and areas for improvement. The findings were presented at global working group on accountability
Activities: Survey design and administration; data analysis; report drafting; presentation to global working group
(Transparency international, Germany) - Study lead
Description: Development of an bespoke tool for assessing the capacity of Transparency International's innovative Advocacy and Legal Advise Centres (ALAC). The tool was developed in consultation with a core group of internal stakeholders and was designed to be both a way for ALACs to reflect and improve their capacity, and for TI Secretariat to monitor and evaluate the effects of their capacity support to the Centers.
Activities: leading consultation with core group of internal TI stakeholders; running 2 day design workshop; reviewing other existing capacity assessment tools drafting tool; drafting guide to using the tool.
(European Commission, Spain, Belgium, UK, USA) - Team Member
Description: An independent evaluation for the European Parliament's Committee on Budgetary Control and the Committee on Constitutional Affairs of the current Code of Conduct applicable to Members of the European Commission. The focus of the work was specifically on the effectiveness and efficiency of the Code's conflict of interest regime and drew on the experiences and lessons learnt from ethics regimes in other IGOs such as the World Bank and UNDP, and EU Member States.
Activities: Led the design and data collection through interviews and document review of five case studies that reviewed the experiences of other institutions in managing and mitigating conflicts of interest.
(Transparency International, Germany) - Lead
Description: Development of an organisation wide capacity assessment tool for TI National Chapters. This was both for supporting National Chapters in improving their capacity and for TI secretariat to monitoring and evaluate their capacity support to Chapters.
Activities: Reviewed existing capacity assessment tools; worked with internal steering committee; drafted tool; developed guidelines.
(CARE International, Switzerland) - Study lead
Description: Working with CARE International to design a compliance system for its recently developed Humanitarian Accountability Framework (HAF). This involved mapping roles and responsibility at different levels within the organisation for ensuring the HAF standards were met and identifying existing processes and reporting lines that could support compliance. Key outputs were a scoping report and three self-assessment toolkits to support national offices in their compliance with HAF benchmarks.
Activities: Conducted interviews with CARE staff globally; reviewed existing organisational documents; led report drafting; developed self-assessment tools; presented findings to CARE.
(Cordaid, Netherlands) - Team Leader
Description: Conducted an accountability review for Cordaid to identify ways in which it can strengthen policies, procedures and practices of accountability to key stakeholders, including staff, Dutch Ministry of Foreign Affairs, private donors and southern partners.
Activities: Designed review methodology; conducted interviews and focus groups with staff, and key stakeholders; drafted report; presented findings to senior management.
(Oxfam GB, Eretria, Uganda, DRC) - Team Leader
Description: An evaluation of the extent to which OGB is accountable to the communities with which its works in Democratic Republic of the Congo, Eritrea and Uganda. The evaluation involved designing a model forconceptualising accountability which included transparency, participation and feedback and then using this to design the evaluation framework. Data collection involved focus groups, face to face interviews and participant observation with beneficiaries and field staff to explore current levels of accountability, areas for improvement and barriers to progress.
Activities: Managing a team of three people in conducting Interviews, focus group discussions and participant observation with staff and communities; conducting a review of programme documentation; drafting the final evaluation report.
(Oxfam GB, Eretria, Uganda, DRC) - Team
Description: Worked with Oxfam GB programme teams in the Democratic Republic of the Congo, Eritrea and Uganda to strengthen beneficiary participation in monitoring, reflection and learning processes. This involved designing and delivering with country teams a series of monitoring review workshops which brought together staff, donors, partners and communities to reflect on programme monitoring data, identified key learning and planned for the coming year. Key outputs were a toolkit for programme managers on how to involve beneficiaries in monitoring reviews, and a two day training for programme managers on increasing downward accountability
Activities: Designed and facilitated monitoring review workshops with country programme teams; drafted toolkit; designed and delivered training.
(British Red Cross, UK) - Lead trainer
Description: Provided one day training to management in the British Red Cross on ways of improving beneficiary accountability
Activities: Designed and delivered training.
(ICANN, USA) - Study lead
Project description: Investigated alternative board models used by other multi-stakeholder initiatives (ISEAL, GRI, Global Fund, Anglo American) that strengthen stakeholder involvement in governance and provided options for reform
Activities: Conducted research; drafted report; presented recommendations.
(ChildHelpline International, Netherlands) - Team Leader
Description: Worked with ChildHelpline International to develop common standards for good governance and accountability for all National Child Helplines; Also developed a toolkit to support Helplines improve their accountability and Board governance
Activities: Conducted interviews with senior staff within National Child Helplines and focus group with staff from ChildHelpline International; drafted toolkit.
(US Department of Commerce, USA) - Team Leader
Description: Conducted review of the accountability and transparency structures and practices of ICANN. As well as encompassing ICANN?s Supporting Organisations, Advisory Committees and staff, the review also covered the decision-making and selection processes of the Board of Directors. The review was commissioned by the US Department of Commerce to to ensure ICANN had adequate checks and balances in place to avoid capture by particular stakeholder interests and was used to inform their decision whether to grant ICANN independence
Activities: Design of review methodology, interviews, fous groups, report drafting.
- Measuring and conceptualizing accountability in informal international public policy making: lessons from other global governance institutions (Forthcoming)
New International Law: Mapping the Action and Testing Concepts of Accountability and Effectiveness, Cambridge University Press.
- Accountability of transnational actors: is there scope for cross-sector principles? (2009)
Non State Actors as Standard Setters (Anne Peters et al ed), Cambridge University Press.
Blagescu, M. & Lloyd, R.
- CSO Self-regulation: the Global Picture (2009)
One World Trust
Warren, S. & Lloyd, R.
- 2008 Global Accountability Report (2008)
One World Trust
Lloyd, R., Warren, S. & Hammer, M.
- You can’t Label all international organizations as wasteful (2008)
- Promoting Global Accountability: The Experiences of the Global Accountability Project (2008)
- Rethinking Future Health Systems (2008)
Journal of Social Science and Medicine
Standing, H., Bloom, G. & Lloyd R.
- Global Accountability Report (2007)
One World Trust
Lloyd, R., Oatham, J. & Hammer M.
- Key Considerations in Strengthening NGO Accountability (2007)
Nigerian Network for NGOs e-Newsletter, No 018.
- A Snapshot of the Accountability of Powerful Global Organisations (2007)
The UN-Business Focal Point Bulletin, No 4.
Lloyd, R. & Blagescu, M.
- 2007 Global Accountability Report (2006)
One World Trust, London, UK.
Blagescu, M. & Lloyd, R.
- The Role of NGO Self-Regulation in Increasing Stakeholder Accountability (2006)
NGOs: Roles and Accountability
- Assessing Accountability of Regional Organisations (2006)
Assessment and Measurement of Regional Integration
Blagescu, M. & Lloyd, R.
- NGO Transparency (2006)
OECD Forum Notes
- NGO Self-Regulation: Enforcing and Balancing Accountability (2005)
Lloyd, R. & de Las Casas, L.
- The Importance of Downward Accountability within NGOs (2005)
Humanitarian Accountability Partnership International Newsletter, No 6
- INGO Accountability: Threat or Opportunity? (2005)
- The G8: Just a Rich Men’s Club? (2005)
Wren, C. & Lloyd, R.
- Richmen’s Club: Making the G8 more Accountable (2005)
One World Trust, London, UK
Lloyd, R. & Wren, C., A.
- Pathways to Accountability: The Global Accountability Framework (2005)
One World Trust, London, UK
Blagescu, M., de Las Casas, L. & Lloyd, R.
- The Role of NGO Self-Regulation in Increasing Stakeholder Accountability (2005)
One World Trust, London, UK.
- Transparency in International Organisations: Background Research for the Transparency Dimension (2005)
One World Trust, London, UK
- Foundations of the Framework: the GAP Dimension Papers (2005)
One World Trust, London, UK
Blagescu, M., de Las Casas, L. & Lloyd, R.
- Research on the Current State of PRS Monitoring Systems (2004)
IDS Discussion Paper 382
Lucas, H., Evans, D., Pasteur, K. & Lloyd, R.
- Realising Corporate Accountability (2006)
Beyond CSR? Business, Poverty and Social Justice
Lloyd, R. & de Las Casas, L.
- Managing Expertise: Access to Drugs (2004)
Rethinking Health Systems: A Developmental and Political Economy Perspective
Bloom, G., Lloyd, R. & Standing, H.