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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).

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.

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.

ActionAid puts accountability at the core of everything they do

In the late 1990s ActionAid chose to be thoroughly accountable in the attitude and behaviour they expect from their staff and as a way of working which has huge transformational potential. As an organisation they have come a long way. In the continued fight against poverty and injustice and in its own attitude and behaviour, ActionAid has tried to be a role model to local governments, large multinationals and other powerful entities. They have strived to be open to feedback and criticism of their work; as ActionAid grew and gained strength globally (by having more members, supporters, resources), they recognised the need to do more to nurture accountability.