ecdd0064 - Defining Accountability

DEFINING ACCOUNTABILITY

FUNCTIONAL COMPETENCY

Client - Ethics, Professionalism and Integrity [Mission, Vision & Values]

TABLE OF CONTENTS

EVOLUTION OF ACCOUNTABILITY

Under the old command and control organization, employees of the RCMP were accountable to their supervisor. Since 1989, when the RCMP adopted community policing as its new service delivery model, accountability began taking on new dimensions. This new aspect of accountability -- expected by our communities and employees, and referred to in our mission, vision and values statements -- means that we have to inform partners and stakeholders of our actions and the results of those actions.

Our processes have to be transparent to demonstrate:

that we uphold not only the letter, but also the spirit of the law;
that we respect the rights and needs of the public;
that we maintain impartiality; and
that we manage resources entrusted to us responsibly.

PARAMETERS OF MEANINGFUL ACCOUNTABILITY

Accountability is a relationship based on the obligation to demonstrate, and be responsible for, performance achieved in light of previously agreed upon expectations. Each of us is accountable for all of our actions -- including the decision to take no action -- within the work environment. This means that we are accountable to inform or describe to our employees, communities and stakeholders:

what we did,
why we did it,
how we did it,
how well we did it, and
what we are doing to improve performance/results next time.

ACCOUNTABILITY AND RESPONSIBILITY

Accountability and responsibility are often used interchangeably. An accountability relationship is one in which an individual or designated group is measured on the delivery of results or for fulfilling certain duties and responsibilities.

Conditions for accountability:

responsibilities are assigned and accepted; and
the responsible team or individual can be effectively held accountable for achieving results.

INDIVIDUAL EMPOWERMENT AND COLLECTIVE RESPONSIBILITY

The empowerment of employees does not mean that supervisors are no longer responsible for decisions or results. Individual managers are personally responsible to their superiors for their own actions and for all aspects of their unit's activities. Employees are responsible for delivering services using shared leadership vision principles as guidelines and within constitutional and legal requirements. In achieving the stated goal, employees are not only accountable to complete the task, but must also provide the best advice possible to the team leaders and identify any problems which arise as early as possible in the process.

CONDITIONS OF ACCOUNTABILITY

Responsibilities specified: it is imperative that we understand what is expected of us in terms of results, duties and responsibilities.

The capacity to deliver: we must have the necessary tools to deliver the required results (appropriate authority, knowledge, skills, sufficient resources and an empowered work environment).

Commitment to deliver: real commitment is based on a common understanding of what is expected and of what authority, knowledge, skills, resources and work environment are needed to meet the expectations.

Measurement and evaluation: performance expectations have to be clear and understood by those held to account. Expectations could include: setting diary dates; reporting on progress; assessing how well we did; and identifying and understanding any challenges to our success.

Calling-to-account: any issues identified in the evaluation must be dealt with effectively. This includes recognition of work done well and suggestions for improvement.

Trust: empowerment and accountability go hand in hand and requires trust between individuals. This trust can be built over time, as empowerment is given and accepted, and as mutual accountability is integrated into daily work.

WHAT ARE WE RESPONSIBLE FOR?

Team members are responsible to:

provide information to team leader,
perform a task to the best of their abilities, and
identify problems and solutions as early as possible.

Team leaders are responsible to:

clearly define task objectives to employees,
provide suggestions on how to accomplish a task, if necessary,
identify skills needed for the job,
assist employees with skill development,
build consensus,
remove barriers to successful completion of the task, and
recognize employees' contributions

SUMMARY

In order for accountability to be integrated into the work place, basic conditions must be met. These include:

that team members are committed to delivering expected results;
that the expectations are realistic and agreed upon by all parties involved;
that those responsible to carry out the task have the necessary tools to do so;
that there is timely and relevant measurement and evaluation;
that evaluation will lead to necessary changes being made;
that meaningful rewards and sanctions are in place; and
that there is a degree of flexibility in making required changes.

Accountability provides individuals with opportunities to demonstrate their accomplishments measured against agreed-upon expectations, to explain the use of resources and authority entrusted to them, and to take responsibility for their actions and accomplishments. This means that our performance has to be monitored, that we will learn from our mistakes as well as our successes, and that we will improve whenever necessary.

All of this will help to create a workplace which encourages us to exercise our judgement and creativity in the best interests of the organization and its employees.

(Source: Pony Express, April 1997, p. 20-21)