Sightsavers monitors performance via their SIM card system
Globally, all programmes are monitored using the Strategy Implementation Monitoring (SIM) card and the programme portal. All individual projects within Sightsavers contribute to their global strategic objectives. Their M&E approach roots the organisation in evidence based decision making, allowing them to identify gaps and learn and adapt in response to the challenges and achievements experienced during programme implementation.
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.
World Vision’s workshop strengthening accountability at the national level
In 2014, World Vision initiated accountability reporting at national offices, encouraging different offices to include an accountability component in their annual external reports, without having to write a separate report. This effort commenced with an accountability workshop for 29 staff members, organised in Swaziland, where a template and guide were developed.
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 listens to its employees and its executive team responds
Educo has different internal communication channels to facilitate the exchange of information across the entire organisation, thus contributing to improving efficiency in their work and encouraging staff to present their feedback and complaints to management.
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).
Using accountability reporting as an organisational development process
Amnesty International’s report submission to Accountable Now is based on analysis and inputs from International Secretariat staff who have oversight over different areas of accountability. These members of staff – internally referred to as ‘Accountable Now indicator owners’ – assess performance, reflecting on the Independent Review Panel’s (IRP) feedback, movement data and their own expertise.
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.
CARE carried out a workshop with Senior Management Team for its accountability report
CARE International sees it as one of their Secretariat’s key responsibilities to pilot and model accountability approaches, including their engagement with Accountable Now, with the expectation that this will help promote good practice throughout the confederation.