ChildFund Korea’s Green Bell Initiative
The Green Bell initiative at ChildFund Korea fosters an environment where employees can openly share their opinions regarding the organization’s operational policies, guidelines, and project content. When a certain number of employees support a suggestion, either the relevant department at headquarters or a designated management staff member reviews the proposal and responds.
Transparency International’s Impact Monitoring Process
Transparency International’s approach to monitoring impact for anti-corruption work is collaborative and participatory. It is designed to help the organisation gain a better understanding of what works in the fight against corruption, including why and how it works. It captures the different change processes that the Transparency International movement and more broadly the anti-corruption community are contributing to and achieving.
Accountability Lab uses Accountable Now’s reporting process as the basis for annual reflection and course correction
Accountability Lab uses Accountable Now’s reporting process as the basis for annual reflection and course correction. The reporting framework and process were framed in alignment with Accountability Lab terminology and internal processes by the learning team.
Sightsavers enhances accountability at the local level
Sightsavers’ accountability report covers the activities of the entire organisation including Sightsavers’ seven subsidiary entities (Sightsavers UK, US, Ireland, India, Norway, Sweden and Italy).
These entities operate integrally with the Secretariat: their performance and any data requested under Accountable Now’s reporting framework is integrated into the Secretariat’s accountability report.
Terre des Hommes is strengthening common ways of working throughout the federation through its responsive and participatory Strategic Review process
In 2018 Terre des Hommes undertook a strategic review process to align programme goals, policies, and approaches across the federation. The overall aim is to increase cooperation and cohesion and lead to better impact.
Amnesty puts accountability high on their internal agenda
Amnesty International’s report submission to Accountable Now is based on analysis and inputs from International Secretariat staff and from their national entity reporting mechanisms (Standard Action Reports and Core Standards). One Senior Director is responsible for each key accountability area of improvement, as identified in the 2014 feedback from the Independent Review Panel (participation, gender, anti-corruption, governance). The Senior Directors discuss updates twice a year (linked to the Panel’s feedback and the analysis of internal global reporting).
SOS Children’s Villages involves senior leadership in their accountability reporting process
The compilation and development of SOS Children’s Villages Accountability Report has been conducted following a clearly defined process, which is reviewed and refined after each process cycle. The process is based on broad involvement throughout the General Secretariat (GSC) with respective experts providing input. As in past years, the Management Team provided key guidance for preparing this report and oversaw the progress and final outcome, thus also providing a formal internal approval of the report and its contents.
Transparency International boosts its performance and impact
In 2014 Transparency International (TI) developed a movement-wide approach to monitoring impact. The approach aims to build a more robust body of evidence regarding what works in the fight against corruption, why and how it works. The Impact Monitoring Approach (IMA) is designed to be broad and flexible enough to capture the different change processes that the TI movement and more broadly the anti-corruption community are contributing to and achieving.
Educo carries out its self-conducted performance reviews by the Board of Trustees
As established in the Code of Good Governance, the Board of Trustees commits to carrying out at least two reviews of its performance during its period of mandate, one at the halfway point and the other at the end. Likewise, Educo is currently in the process of preparing the first self-evaluation of the current Board, which will be carried out in the last quarter of 2015. The results of this review will enable to assess board effectiveness and establish a baseline for defining areas for improvement with respect to governance and for establishing new objectives.
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).