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.
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.
World YWCA ensures an accountable movement through its strategy
The World YWCA took major decisions to implement the Accountability Commitments and adopted the Strategic Framework 2016-2019. The 3rd Goal in the Strategic Framework is to build an effective, well governed, accountable and sustainable movement that has robust assets to sustain the work of the movement and has a key action to “implement the accountability framework for the World YWCA, including a formalised monitoring and evaluation strategy, processes and the International Accountability Charter (INGO).”
ActionAid adopts a comprehensive cross-functional accountability reporting process
To raise awareness and commitment across all functions, a template of the relevant section of the report was circulated to heads of team who oversee various functions of the organisation, along with the previous report entry and feedback, and a request for updated information.
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.
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.
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.