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ARTICLE 19 measures its risks and allocates responsibilities to address them

ARTICLE 19 maintains a risk register for their organisation that is reviewed on an ongoing basis by senior staff and the board at their twice-yearly meetings. The register includes physical, environmental, political and financial risks, each of which are assigned a mitigating action and a responsible party.

World Vision embeds risk management in all their regions

World Vision’s focus in 2014 has been on embedding risk management globally – making it part of normal business – in all regions and offices across the World Vision International Partnership. All seven regions appointed the senior director of operations as the regional risk management champion, established risk management committees comprising senior management, and completed an introductory enterprise risk management (ERM) workshop. These regional risk committees provide oversight to the ERM process and support in rolling out basic risk management practices to the national offices.

Educo established its own accountability and audit division

Educo’s Internal Control Department was replaced by an Accountability and Internal Audit Division. It is committed to two main activities: fostering a culture of accountability in both internal and external processes (Accountability Department), and ensuring compliance with policies, codes and the responsible use of resources (Internal Auditing Department).

Educo’s reporting schedule allows them to have a broader approach to accountability

The Accountability and Internal Audit Division is responsible for compiling the report. The report is compiled and disseminated in accordance with their Procedure and standards for external publications, and according to the following timeline:

For this particular reporting year more qualitative feedback was included. The information was gathered in a systematised way through a general staff survey and focus groups, so that all program countries are reflected in the report.

Plan International makes its global organisational chart visual

Plan International makes its global organisational chart visual #OpenOrganisations What makes this practice exemplary? Plan International provides a comprehensive overview of its legal and operational structure. The visualised global organisational chart offers a quick and helpful overview. Find out more Read the full accountability report Read & Download

90% of Amnesty’s national entities provided inputs for the accountability report

Each year, every Amnesty International entity submits a Standard Action Report (SAR) containing information on their activities, campaigns, growth and accountability measures for the past year. The SAR data is collated and analysed to support global planning and measurement of the movement’s performance against stated plans.

Greenpeace implements a 360 degree performance evaluation on its Board of Directors

The Greenpeace International Board of Directors Chair coordinates a 360 degree evaluation of the performance of the Board (as a whole) each year. This consists of three separate online surveys; one is sent to the Board members for a self-evaluation; one is sent to the Trustees; and the third is sent to the GPI Management. The results are collated and provided to the Trustees via the annual Board Report to Council submitted at each Annual General Meeting (AGM).

CBM’s accountability report used as a key quality assurance tool

CBM follows best practice in disclosing and reporting on organisational, economic, environmental, social, governance and programme performance. It based the 2013 Accountability Report content on a materiality assessment. Through this method, all issues that could have an impact on the organisation were identified. Then, they were ranked based on their influence and how critical they are to operations and to stakeholders.

CIVICUS: Accountability is a driver of quality

CIVICUS is acutely aware of the need for civil society to consistently practice and demonstrate accountability in all endeavours. While aware of the burden which reporting puts on small civil society organisations like themselves, the reporting framework nevertheless allows them to take stock of their performance against set indicators, using a widely recognised and trusted format. This challenges CSOs to think about the various components of what they do and allows them to reflect on their successes and failures.