This paper discusses the practical implementation of the managerial paradigm, promoted in the field of development cooperation since the late 1990s. This managerial paradigm is rooted in the Paris Declaration (2005). The Declaration highlights the principle of aid effectiveness and marks the convergence between new public management and international cooperation. Our approach draws on the analysis of public policy instruments. We look into the practical implementation of two instruments, demonstrating a change in the relationship between the Belgian state and the non-governmental organization (ngo) sector. The studied instruments are the ‘screening’ – which is an audit of ngo management processes – and the Common Strategic Frameworks, which are thematic working groups aimed at rationalizing ngo actions. Lastly, we discuss the capacity of NGOs to appropriate these two instruments, using adaptation or protest strategies.