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RuthArmstrong LindaMollenhauerVISIONManagementServices Mollenhauer&Associates
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TABLEOFCONTENTS
ThePurpose....................................................................................................page3UsingtheResource.........................................................................................page4TheContext....................................................................................................page4AnOverview...................................................................................................page7AHierarchyofAccountability...................................................................page7TheCriticalSuccessFactorsandIndicators..........................................page9 Bibliography............................................................................................page14
FORMOREINFORMATIONpleasecontact:
REPRODUCTION:Attributecredittothefunder,Children’sMentalHealthOntarioandtheauthorswhenusingthisdocument.Youmaynotusethisworkforcommercialpurposes.ThecopyrightforthedocumentisjointlyownedbetweenChildren’sMentalHealthOntarioandtheauthors,Ruth
ArmstrongandLindaMollenhauer.June22,2006
Ruth Armstrong VISION Management Services 416-691-7302 [email protected]
Linda Mollenhauer Mollenhauer & Associates 416-767-4059 [email protected]
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INTRODUCTION ThePurpose ACultureofAccountabilitydescribesthecriticalsuccessfactorsandindicatorsthatneedtobepresentinahighlyaccountableorganization.Itisdesignedtohelpchildren’smentalhealthorganizationstobetterunderstand,measure,celebrateandbuildaccountability.Aswell,theresourceprovidesfunders,includinggovernments,foundationsandcorporations,alensthroughwhichtoviewaccountabilitywithintheorganizationstheysupport.ACultureofAccountabilitystartsfromthepremisethatthecurrentenvironmentcreatestheneedforadifferentresponsetodefiningandmanagingaccountability.ItprovidesBoardandstaffmemberswithaneducationalandevaluativetoolthatwillhelpthemtolearnaboutanewwayoflookingataccountabilityandtoassesswhethertheirorganizationismeetingthoseaccountabilityrequirements.Asaneducationaltool,Boardandstaffmemberslearnaboutthekeyingredientsofahighlyaccountableorganization.Notonlydoesitofferachecklistofwhattolookfor,italsoprovidesthecriticalquestionsthatmustbeaddressedinordertohaveconfidenceintheorganization’scapacitytobeaccountable.Asanevaluativetool,Boardandstaffhaveanopportunitytoreflectonaccountabilitywithintheorganizationandtoidentifystrengthsandareasforimprovement.Thisprocessofreflectionwillleadtoapracticalactionplanforstrengtheningaccountability.Theresourcewillhelporganizationsto:
Ø gainasharedunderstandingaboutthekeysuccessfactorsthatneedtobeinplacetoensuretheorganizationishighlyaccountable
Ø arriveatconsensusaboutareasofstrengthandareasthatneedimprovement
Ø engageinmeaningfuldialoguewithBoardandstaffmemberstogeneratepracticaland
targetedstrategiesforstrengtheningaccountabilitythroughouttheorganization
Ø demonstratetokeystakeholdersthattheorganizationiscommittedtobeingaccountable
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Using the Resource Thereareanumberofwaystousetheresourcethatrangefromaninformaleducationalopportunitytoamoreformalevaluationoftheorganization’sorganizationalcapacitytobeaccountable. EducationalTool: Theleadershipteamcanreadthedocumentandlearnaboutthekeysuccessfactorsthatneedtobepresentinordertobeahighlyaccountableorganization.Thecorrespondingindicatorsineachofthesuccessfactorscanbeusedasachecklisttodeterminewhethertheyarepresent.Forexample,inordertohavestrategicleadership,itisimportanttoshapedirection,haverigorousdecision-makingandcreatecapacity.Aswell,theleadershipteamcaninformallyreflectonthequestionsaskedundereachoftheindicatorstofurtherprobetheorganization’scapacitytobeaccountable. EvaluationTool: Iftheorganizationwantstouncover,discussandaddressstrengthsandareasforimprovement,thentheycanundertakeamoreformalevaluation.Thisprocessincludes:1)staffandBoardcompetingaReflectionToolonline;2)athreehourfacilitatedsessionwithBoardandstaffinwhichtheyreflectontheconsolidatedfeedback,identifystrengthsandareasforimprovementanddevelopanactionplan;and3)receivingareportthatincludesthefindings,reflectsthediscussionandoutlinestheactionsteps.Formoreinformationaboutthisprocess,contacttheauthors,LindaMollenhauerorRuthArmstrong. TheContext ACultureofAccountabilityisbasedonextensiveresearchwhichincluded:aliteraturereview;interviewswithleadersfromthefield;feedbackfromanCMHOadvisorycommitteeofExecutiveDirectorsfromchildren’smentalhealthagencies;andthein-depthworkoftheauthorswhohaveworkedwithhundredsoforganizationsinthenot-for-profitsectorintheareasofgovernance,planningandorganizationaldevelopment.Aswell,thecontentandprocesswaspilotedwiththreementalhealthorganizations:LynwoodHall,AlgomaFamilyServices/ServicesAuxFamiliesD’AlgomaandWindsorRegionalChildren’sCentre.
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IncreaseddemandforaccountabilityACultureofAccountabilitywasdevelopedtorespondtoachangedenvironment.Children’smentalhealthorganizationsarefacedwithmorecompetitionforscarceresources;increasedvulnerabilitytolegalandfinancialliabilities;intensifiedpressuretodemonstrateimpact;andevergrowingneed.Allofthesefactorshavecontributedtothedemandfrommorediscerningstakeholders,includingfunders,donors,legislators,thepublicandconsumers,forgreateraccountability.Aswell,mentalhealthorganizationsarestrugglingtobalancetheinherenttensionsrelatedtotoday’saccountabilityenvironment.StaffandBoardmembersareaskedtobestrategicandbusinesslikewithoutcompromisingvaluesandpassion;seekcollaborativerelationshipandremainintenselycompetitive;findinnovativeapproachesbutavoidrisk;betransparentwithoutimpingingonconfidentiality;andfocusonresultswhileattemptingtochangehumanbehaviour.Theymustbalanceallofthiswhilemeetingtheoftenconflictingneedsandexpectationsofmultiplestakeholders.CurrentframeworksofaccountabilityarenotadequateGovernmentfundershaveattemptedtoaddressthisnewaccountabilityenvironmentbyfocusingonreducingriskandgainingcontrol,whichinturnhasleadtoademandformorereporting,moredetailedinformationandmorerules.Manyinthesectorwouldarguethatthishasnotbroughtabouthigherlevelsofaccountabilityorhelpedthesectortomeetthedemandsformoreaccountabilitybyotherstakeholders.Thewaythatthesectorhastypicallydefinedandmanagedaccountabilityisalsoinadequatetomeetthedemandsoftoday’senvironment.Inmanyorganizations,accountabilityisresponsivetoexternaldemands;itisseenasanitemonalistofobligationsthatneedtobefulfilled.Organizationsrespondbyputtingmoreinternalproceduresinplacetodisseminateinformation,meetthelegalandregulatoryrequirements,abidebyreasonableethicalstandards,developbalancedbudgetsandpreparefinancialstatements.Butthisconceptofaccountabilitydoesn’tsatisfytheneedsofmorediscerningstakeholders.Itisn’tenoughtosimplysaywhatistobeachieved,measureitandmanagethemoneywell.Itisalsocriticaltoeffectivelyengagestakeholdersindeterminingthebestofallcoursesofactionanddemonstratetangibleprogresstowardachievingthemission.Manyorganizationstrytoachievegreaterlevelsofaccountabilitybytinkeringwithisolatedelements.However,ifaccountabilityisaddressedinapiecemealfashion,thenorganizationsmayonlypartiallysatisfyaccountabilitystandards.Forexample,theymightdisseminatemoreinformationwithoutfullyengagingstakeholders;invitemoreconsumerstobeontheBoardwithoutthinkinghowtheycanplayameaningfulrole;andmeasurelevelsofefficiencywithoutbeingclearabouttheresultstheyaretryingtoachieve.
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Sothedemandforaccountabilitygrows,butthereisnoclear,usefulandconsistentframeworkthatcanbeusedtohelporganizationstoeffectivelysatisfymultipledemandsandmeasurewhetherornotitisaccountable.Anew,moreencompassingframeworkofaccountabilityisneededIntoday’senvironment,accountabilitymeans:earningandmaintainingthepublictrustbyusingtheresourcesentrustedtotheorganizationto
effectivelyandefficientlydeliverresultsthatmatter.Iforganizationsaretoachievethis,accountabilitymustpermeatethecultureatalllevelsoftheorganization.BeingaccountablemustbemorethanaseriesofagendaitemstobetickedofforjusttheresponsibilityoftheBoardandCEO/ExecutiveDirector.Itbecomesawayofworkingandwillaffectthewaytheorganizationisgovernedandmanaged;formspartnerships,structurespoliciesandsystems;allocatesandaccountsforresources;andengagesstakeholders.
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AnOverview Thefollowingdiagramoutlinesthecriticalsuccessfactorsthatneedtobepresentinahighlyaccountablenot-for-profit,charitableorganization.Theyarecontainedintheshapeofawheeltoillustratetheirinterconnectednessanddynamicnature.Abalancedapproachisrequiredtoensureeachofthecriticalsuccessfactorscontributestotheorganization’scultureofaccountability. AHierarchyofAccountability Withineachwedgeofthewheel,thereareanumberoflevelsthatmovefromabasictomorecomplexaccountability.SeeillustrationA.Atthemostbasiclevel,accountabilityisbasedonwhetherstaffandBoardmembershaveanhonestandethicalcharacter.Forexample,staffandBoardtellthetruthandactwithappropriatemoralbehaviour.Thenextlevelofaccountabilityisdrivenbyaneedtomeetexternaldemandsforaccountability,particularlyfromfunders,andinvolvescomplyingwithcontractobligations,meetingreportingrequirementsanddevelopingpoliciesandproceduresrelatedtomanagingfinanceandethicalbehaviour.Atbothlevels,accountabilityisseenasanobligationthatmustbemet.Movingtowardacomplexapproachtoaccountability,thenextlevelismoreencompassing.Itinvolveshavingthefullspectrumofaccountabilitypoliciesandprocessesinplace.Forexample,staffandBoardhavedevelopedastrategicandannualplan;preparedavaluestatement;measuredperformance;createdacomprehensivesetofriskmanagementpolicies;andprovidedopportunitiestocollectstakeholderfeedback.
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Asaccountabilitybecomesmoreembeddedintheculture,thereistherecognitionthatthepoliciesandprocessesmustnotonlybeinplace,buttheremustbeevidencethattheyarebeingeffectivelyusedandleadtoclearaccountabilityoutcomes.Forexample,thestrategicplanisusedasacriticalnavigationaltool;thevaluesareclearlytranslatedintothewaytheorganizationoperatesandformsrelationships;thefindingsfromevaluationpromptcorrectiveaction;significantrisksareanticipatedandaddressedeffectively;andstakeholders,includingstaff,arefullyengaged.Whenaccountabilityisfullyembeddedintheculture,itresultsinatransformationoftheorganization.StaffandBoardmembersusethemechanismsofaccountability,suchasstrategicplanningandperformancemeasurement,tobringaboutchange.Accountabilityisnolongerjustanobligationtobemet;itisaresponsibilitytoachievethebestpossibleresultsforitsclients/consumerswhilealsomanagingexpectations.Atthislevel,theorganizationremainsaccountabletoitsvision,missionandstrategicprioritiesandeachBoardandstaffmemberholdsthemselvesaccountableforpromisesandactions.IllustrationA:AHierarchyofAccountability
Trans-form
Evidence of impact
Full spectrum of policies and processes related to accountability
Contract compliance, meeting reporting requirements and finance and ethical polices and procedures
Honest and ethical character
Embedded in the culture Complex
An agenda
item
Basic
AccountabilityIndicatorsWeareusingthetoolsofaccountabilitytobringaboutchange.Wearenotonlyaccountabletofundersandconsumers/clients,wearealsoaccountabletoourselves.Wecandemonstratethattheoutcomesoftheaccountabilitypoliciesandprocesseshaveimpact.WehaveevidencethatstaffandBoardarecomplyingwiththem.Ourpoliciesandprocessesinplacetoaddressallthekeysuccessfactorsrelatedtoaccountability.
Wecomplywiththelegal,funderandregulatoryrequirements.Thebasicfinancialandethicalpoliciesensurethatweareprotectedandareusingdollarsefficiently.
OurstaffandBoardmembersarehonestandethicalpeople.
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TheCriticalSuccessFactorsandIndicators
CriticalSuccessFactor:StrategicLeadershipi) ShapeDirection:
Dowehaveaclear,compellingandrealisticmaptotherightdestination?Ahighlyaccountableorganizationcarefullyconsiderswhatitdoes,whereitwantstogoandhowitwillgetthere.Themissionstatementtellsstakeholderswhatbusinesstheorganizationisin-whatitdoes,forwhomandhow-anddescribesitinawaythatsetsitapartfromotherorganizations.Themissionbecomesthedrivingforceoftheorganizationandisregularlyreviewedand,ifnecessaryrevised.Thereisarobustandformaldirectionsettingprocess(e.g.strategicplanning)thatresultsinclearstrategicdirection.Theprocessincludes,butisnotlimitedto,ananalysisoftheinternalandexternalenvironment;anassessmentofthechangingneedsofthosethatareserved;asetofoutcomesthatdescribethechangesinattitudes,behaviourandconditionsthatareachievedthroughtheactivities;andstrategicgoalsthataremeasurableandmanageable.Theprocessmayalsoincludethedevelopmentofavisionstatementthatdescribesanidealfuturefortheorganizationandthepeopleitserves.Aswell,highlyaccountableorganizationshaveaformalannualplanningprocessthatidentifiestheactivities,assignmentofresponsibilitiesandtimeframesthatwillensureitmeetsitsmissionandstrategicdirection.Theannualplanincludesaclearsetofrelevantandmanageableorganizationalpriorities.Alloftheproductsthatresultfromtheplanningexercisesareusedasnavigationaltools-theyareconstantlybeingreviewedandrevisedasnewopportunitiesandchallengesemergeandtheyclearlydrivedecisionsandchoices.ii) RigorousDecision-making
Areourdecisionsincisive,informedandboldatalllevelsoftheorganization?Inahighlyaccountableorganization,Boardandstaffatalllevelsoftheorganizationarenotafraidtomakebolddecisionsbecausetheyarebasedonreliableandthoroughinformation;consideredinlightoftheirstrategicimplications;andreachedafterappropriateconsultation.Theseorganizationsarealsoveryclearaboutwhattheorganizationwillnotdo.Thecultureoftheorganizationcreatesaclimatethatencouragesrigorousdebate;welcomesvariedperspectives;andfostersopenandhonestdialogue.Aswell,decision-makingistransparent;peopleareclearaboutwhatdecisionwasmadeandwhyaswellaswhatdecision-makingapproach(e.g.consensusorunanimousagreement)wasused.Theorganizationcandemonstratethatithasmadetoughchoiceswithcourageandconviction,suchaseliminatingaprogramortakingonacriticalcommunityissue.
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iii) CreateCapacity
Doweensurethatwehavetherightcapacity(human,financial,infrastructure)toeffectivelyimplementnewprograms,servicesand/oractivities?
Wheneveranewprogram,serviceoractivityisbeingconsideredinhighlyaccountableorganizations,thecapacityrequirementsarecarefullyevaluated.Boththedirect(programdelivery)andindirect(managementoversight,technology,space)requirementsareidentifiedandbuiltintothebudgetandorganizationalplan.Ifafundraisingeventislaunched,forexample,theorganizationsimultaneouslyinvestsintheinfrastructuretosustainit.Whileitisrecognizedthattherearetimeswhenitisnecessarytostartorpilotanewprogramwithouttherequiredcapacity,thereisastrongcommitmenttoensuringthecapacityisinplacebeforeitisformallyadopted.Organizationsdon’tjustrelyonthe‘goodwill’orpassionofthestaffand/orvolunteerstocarrytheprogramforthelong-term.Aswell,thecompetenciesandassetsoftheorganizationareregularlyinventoriedandassessedandthenrealisticstrategiesandactionsaredevelopedtoaddressgapsincapacity(e.g.training,upgradingsoftware,hiringstaff,recruitingvolunteers,raisingmoneyforadministration).CriticalSuccessFactor:PerformanceCulture
i) GenerateReliableInformationaboutPerformance Doweregularlyandrigorouslyevaluatetherightmeasures?Ahighlyaccountableorganizationhasestablishedmechanismstomeasureandmonitoritsfinancial,operational,program,governanceandhumanresourceperformance.Theinformationgeneratedisreliable;itisbasedonclearindicatorsandexpectations,formalprocessesandcrediblesources.Theprogramsaremeasuredforbotheffectiveness(e.g.againstclearoutcomeexpectations)andefficiency(e.g.financialandhumancostsofdeliveringagainstimpactreceived;howquicklyitisdelivered).Thereareformalprocessesforreviewingtheperformanceofeachstaff,theBoard,otherkeyvolunteersandcommittees/taskforces.Theorganizationisconfidentthatitiscollectingtherightdata,notjustalotofinformation,sothatthecostofcollectingitdoesnotoutweighitusefulness.Aswell,theBoardhasdevelopedashortlistofcloselywatchedperformanceindicatorsthatwillalertthemtoimportantissues.ii) EffectivelyUtilizetheInformationaboutPerformancetoMakeImprovements Dowetakepromptandcorrectiveactioninresponsetotheperformance
informationandeliminateorreducebarrierstohigherlevelsofperformance?Thedatageneratedbytheevaluationofprograms,governance,operations,financeandhumanresourcesisusedbystaffandBoardmembersinhighlyaccountableorganizationstoimproveperformance.Theinformationgatherediseasilyunderstoodandaccessibletoallofthosewhoneedit;regularlyanalyzedinawaythatallowsdecision-makerstodrawreliableconclusions;and
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thenusedtoformulateconcretestrategiesforimprovements.Theevaluationinformationinfluencesresourceallocation,policydirection,systemmodificationandprogramdelivery.Itmaylead,forexample,toasignificantrestructuringorashiftinthewayserviceisdelivered.iii) CreateanEnvironmentofInnovation
Dowegeneratenewandbetterwaysofdoingthingsandapproachchallengescreatively?
Adrivetoinnovateisacriticalcomponentoftheperformanceculturefoundinhighlyaccountableorganizations.Therearemanyformalandinformalopportunitiestoshare,debateandbuildonideasthatleadtobetterwaysofdoingthings.Theculturepromotesanenvironmentinwhichpeoplefeelcomfortablechallengingassumptionsandquestioningthestatusquoinconstructiveways;stimulatescreativity;andallowspeopletolearnfromsuccessesandmistakes.StaffandBoardmembersarepreparedtotakemeasuredrisksandventurebeyondtheircomfortzones.Theyarealsocontinuouslydrawingonbestorpromisingpracticesandlearningfromotherorganizationsandpeople.CriticalSuccessFactor:ClearAuthorityandResponsibilityi) DelineateandClearlyCommunicatetheLinesofAuthorityand
ResponsibilityAretheresponsibilitiesandauthorityofeachstakeholderclearlystatedandunderstoodthroughouttheorganization?
Inahighlyaccountableorganization,allstakeholdershaveasharedunderstandingabouttheirrespectiveresponsibilitiesandauthoritytoact.Eachstaffmemberhasacurrentanddetailedjobdescriptionthatstateswhattheyareresponsibleforandtheauthoritytheyhaveformakingdecisionsandtakingaction.ThereisawrittendescriptionofwhattheBoardisresponsibleforanditisclearlydelineatedfromtheresponsibilitiesofstaff.EachBoardmemberunderstandshis/hermoral,legalandfiduciaryresponsibilitiesandembracesthem.Aswell,eachcommittee/taskforceandprogram/servicehasawritten,wellcommunicateddescriptionthatoutlineswho:isresponsibleforit;approvesandsignsoffondecisions;supportstheactivity;needstobeconsultedandkeptinformed.Furthermore,theorganizationisclearaboutthemutualauthorityanddelineationsofresponsibilitiesbetweentheBoard/staffandtheclients/users,funders,partnersandmembers.Boardandstaffwithintheseorganizationsarealsoclearabouttheirresponsibilitytothesectorinwhichtheyoperate.
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CriticalSuccessFactor:ManagedRiski) AnticipateandAssessRisk
Havewereasonablyanticipatedallsubstantialrisksandassessedtheimplication?
Ahighlyaccountableorganizationisrarelytakenbysurprisebyanoccurrencethatputsitatrisk.StaffandBoardmembershavediligentlyconsideredthedifferentsourcesofrisk,includingfinancial,operational,legalandtoitsreputation.Theyhaveestimatedthepotentialexposure;thelikelihoodofitoccurring;anddeterminedtheacceptablelevelofriskforeacharea.Inassessingtherisk,theorganizationalalsofindsthebalancebetweentheneedtoreduceriskandtakerisksinordertosolveproblemsandimproveprograms.TheBoardisconfidentthattheyhaveanticipatedallsubstantialrisksbecausetheyreviewitonanannualbasis;knowthattheappropriatestaffmembershavebeenconsulted;andstayinformedofchangesandevents(e.g.legislation,judicialdevelopments)thatarerelevanttoriskmanagement.ii) ImplementanEffectiveRiskManagementProgram
Havewedeveloped,monitoredandenforcedtheriskmanagementpoliciesandprocedures?
Thereareclear,conciseandupdatedpoliciesandprocedureswithinhighlyaccountableorganizationsthatcoveralltheareasofriskthathavebeenidentifiedasimportant.Forexample,theorganizationhasdevelopedasuccessionplanfortheExecutiveDirectorandotherseniorleadership;createdpoliciesforasafeguardingtheworkenvironment;andestablishedcomplaintsandgrievanceproceduresasapartoftheriskmanagementprogram.Therearealsoeffectiveandefficientprocessesinplacefordealingwithriskrelatedissueswhentheyariseandthecapacitytorespondtounanticipatedrisks.Notonlydoallstaffandvolunteersunderstandandhaveeasyaccesstoriskmanagementpoliciesandproceduresthataffectthem,theywouldsaytheyhelpthemtodoabetterjob.Aswell,allthosewhoareaffectedbytheriskmanagementstrategycontributetoitsdevelopmentandrevisions.Finally,theseorganizationsenforcecompliancewiththeriskpoliciesandprocedures.
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CriticalSuccessFactor:EmbeddedValuesandEthicsi) ArticulateandOperationalizeClearandComprehensiveValuesand
StandardsofEthicsArewedrivenbyasetofvaluesandstandardsofethicsthatdefinethewaythatstaff,Boardandvolunteers?
Inahighlyaccountableorganization,thereisawrittenvaluestatementthatclearlydescribeswhattheorganizationstandsfor(e.g.thebeliefsandprinciplesabouthowitdoesbusinessandformsrelationships).Itisconcise,visibleandprovidesacornerstonetoalldecision-making.Boardandstaffmembersregularlyrefertothevalues–toguiderecruitmentandhumanresourcemanagement,tomeasurethesuccessofprogramsandtoinfluencepoliciesandprocedures.Forexample,corevaluesmightinclude:RelentlessPursuitofResults–Wearedeterminedtoachieveambitious,measurableresultsinworkingtowardourvision;RespectandHumility–Weapproachothersinawaythatdemonstratesthatwevaluethemandtheircontributionsandhavehighexpectationsofwhattheycancontribute.Aswell,thereareclearlyarticulatedstandardsofethicsthatoutlinetheformalrulesaboutappropriateethicalbehavior,concerningareassuchasconflictofinterestandtheprotectionofassetsgivenforspecificpurpose.Resultsandefficienciesareneverachievedattheexpensesofvaluesandethics.Finally,theseorganizationshelpstaff,Boardmembersandvolunteerstocomplywiththeethicalstandardsandpracticesandvaluesbyensuring,forexample,thattheyarevisibleandunderstood.CriticalSuccessFactor:Transparencyi) ProvideAccurateInformationthatisAccessible
Dowedisseminatetherightinformationtotheappropriatestakeholdersinawaythatbalancestheneedforclear,consistent,truthful,relevantandthoroughinformation?
Highlyaccountableorganization,aredeeplycommittedtotheimportanceofbeingtransparentabouttheirgovernance,programs,operationsandfinancialmanagement.Theyconducttheiraffairsinawaythatiseasilyobservedandunderstoodbyallstakeholders,includingBoard,staff,volunteersclients/users,fundersandpartners.Theyensuretherightinformationisgettingtotherightpeopleattherighttimeandquicklyrespondtorequestsforinformation.Transparencyisdemonstrated,forexample,when:staffareabletoexplainhowandwhydecisionsaremadethataffectthem;theBoardandmanagementteamareopenaboutbadnewsanduncertainties;andallBoardmembersareabletounderstandthefinancialinformationprovidedtothem.
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CriticalSuccessFactor:SharedOwnershipi) CreateMutuallyAcceptableExpectations
Haveeachofourstaffboughtintowhattheyhaveclearlyandspecificallypromisedtoachieve?
Inahighlyaccountableorganization,staffmembersthroughouttheorganizationtakeownershipoftheorganizationalmissionandforachievingresults.Eachstaffmemberhasmadeapublicstatement(e.g.writtenandsharedwithotherstaff)aboutpreciselywhattheyareresponsibleforachievingandhowitwillgetdone.Theyarecommittedtoresultsbecausetheybelieveinthelongtermvision;havehadavoiceinthecreationofthegoalsthattheyhaveapartinachieving;andfeeltheorganizationalgoalsandprioritiesaremanageableandrealistic.Bothmanagementandfrontlinestaffhavehadarealsayinhowtheywillachievethegoalsandstrategiesandprovidedinputintermsofthesupport(e.g.training,technology,coaching)andresources(e.g.budget,volunteers)thatarerequiredtoaccomplishthem.Theyalsoaregiventhefreedomandhavethecapacitytousejudgementanddiscretioninachievingtheirgoals.Aswell,allstaffmembersareclearabouthowtheirareasofresponsibilitiesareinterconnectedwithothers.ii) FollowThroughwithPositiveandNegativeConsequencesforMeeting
ExpectationsAreallstaffmembersrecognizedandheldresponsibleforachievingwhattheysaidtheywouldaccomplish?
Notonlyhavestaffcontributedtocreatingmutuallyacceptableexpectationsinhighlyaccountableorganizations,theyareheldaccountableforachievingthem.Consequencesformeetingexpectationsareclearlylaidoutandagreedtobystaff.Theorganizationhasoutlinedconsequencesformeetingexpectationsthatrangefrominformalfeedback,suchaspositivereinforcement,tomoreformalrecognition,suchasemployeerecognitionevents,trainingandleadershipopportunities.Theyalsorecognizeexceptionalperformancedifferentlythanordinaryperformance.Aswell,consequencesareoutlinedfornotmeetingexpectationwhichmayvary,forexample,fromresettingexpectationsandprovidingdifferentsupportstomoreharshmeasures.Whethertheyarepositiveornegativeconsequences,highlyaccountableorganizationsensurethateachstaffandhis/hermanagenegotiatefair,reasonableandunderstoodconsequences.
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CriticalSuccessFactor:EngagedStakeholders
i) CreateMeaningfulDialoguewithCriticalStakeholdersDoesourengagementofcriticalstakeholdersmotivatepassionandcommitmenttoourorganizationandensureresponsivenesstothem?
Highlyaccountableorganizationsdomorethaninvitekeystakeholderstoparticipate,theyactivelyengagetheminhelpingtoachievethemissionandsetdirection.Notonlyaretheyclearaboutwhoshouldbeengagedandwhy,theyregularlysolicittheirfeedbackthroughformalmechanisms,suchassurveysandfocusgroups.Theyaredeeplycommittedtounderstandingstakeholders’needs,interestsandissues.Aswell,theseorganizationshavethecapacitytohavemeaningfuldialoguewithdiversestakeholderswithintheircommunity,regardlessofculture,ethnicity,language,geography,ageandabilities.Theyareclearlyresponsivetowhattheylearnfromkeystakeholders,butalsocaneffectivelymanagethemultiple(andsometimesconflicting)demands.Furthermore,manyofthekeystakeholdersarepreparedtoactasambassadorsfortheorganizationinthecommunity.ii) BuildValueAddedCollaborations Areourcollaborationsandpartnershipspositiveandproductive?Thecollaborationsandpartnershipsformedbyhighlyaccountableorganizationsaredrivenbyadesiretobetterservetheirclients/usersbycreatingefficiencies,poolingresourcesorenhancingservice.Theseorganizationsactivelycreatepartnershipsratherthanwaitforotherstocometothem.Thecollaborationsandpartnershipsarebasedonahighdegreeofmutualtrustandrespectbecausethereisacommonsetofvalues,visionandgoalsandasharingofrisks,benefitsandrewardsfortheeffort.Infact,theseorganizationsknowthateachcollaborationandpartnershipisvaluablebecauseacost/benefitanalysisshowsthatthereisanadequatereturnfortheenergyandresourcesexpended.
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