ACCOUNTABILITY

Under the old command and control organization, employees 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 -- a commitment we make to our communities and to each other and affirmed in our Mission, Vision, and Core Value Statements -- means that we have an obligation to inform partners and stakeholders of our actions and results.

Being accountable requires that our processes are transparent. Being accountable demonstrates that:

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

Accountability and responsibility

Accountability and responsibility are often assumed to mean the same thing. In contrast with accountability, responsibility is defined as an obligation that arises from tasks we assume, to accept the consequences arising from the results of our decisions, actions, or inactions. Being responsible involves the capacity to distinguish between right and wrong and to act accordingly.

Empowering conditions for accountability and responsibility:

The obligation to be accountable and responsible is enhanced within an environment that supports individual and collective empowerment. Empowerment is defined as a state of confidence that emerges when enabling conditions are present. The conditions that help to create a state of empowerment include the authority to act, adequate resources to act, an environment of trust, and an acceptance of the obligation to be both accountable and responsible. To the extent these conditions exist, we feel empowered to act individually and collectively.

Individual empowerment and collective responsibility:

An organization of empowered employees does not mean that supervisors are no longer responsible for decisions or results. Individual managers are personally accountable and responsible to their supervisors or team leaders for their own actions and for all aspects of their unit or team activities. Employees or team members are encouraged to deliver services using the Shared Leadership as a guideline within the legal requirements governing the RCMP. In pursuing a stated performance goal, employees are responsible to undertake the tasks with appropriate standards of integrity and probity, and, are also accountable for providing the best advice to team leaders, suggesting solutions and identifying any problems which arise as early as possible.

Conditions supporting accountability

Five conditions support being accountable.

1. We are all accountable to ourselves, each other, and the communities we serve.

Giving an account is an essential element in assuming the responsibility for our decisions, actions or inactions. Any noteworthy consequences -- whether positive or negative -- identified in periodic accounting exercises such as performance reviews are to be approached in a constructive manner. A "learning organization" values jobs well-done and provides the opportunity for all concerned to learn from best practices and from mistakes. Responsibility for the consequences of mistakes is not to be minimized. This involves taking appropriate remedial action as deemed necessary.

2. Trust is an essential prerequisite of empowerment.

Empowerment requires trust between and among individuals. When trust is lacking, empowerment is difficult, if not impossible. In an environment of trust, our obligations of accountability and responsibility are more easily integrated within the appropriate framework of controls.

3. Responsibility and authority to make decisions and/or to act is clearly understood and accepted.

It is imperative that we are aware of our accountability relationships to ourselves, each other, and the communities we serve.

4. The capacity and commitment to deliver quality service is an integral component of being accountable.

The necessary tools to deliver the services or products we provide include: authority, knowledge, skills, information, human and financial resources, support services, and an enabling work environment which facilitates employee empowerment. Our commitment is based on a shared understanding and acceptance of the nature of the service or product we are employed to deliver as well as the intention to acquire, provide, or enhance our capacity to deliver.

5. Measurement and evaluation are used in constructive ways to support continuous learning and quality improvement in our work.

In this way we provide the highest quality service to our communities, and to each other. Outcomes must be clearly communicated, understood, and accepted in the context of accountability.

Summary

We are ultimately responsible for the results of our decisions, actions or inactions. To a significant extent, this is based upon the account we give of our decisions, actions, and results in light of clear and previously agreed upon understandings and expectations.

As team members, we are responsible for:

• providing accurate and essential information to the team leader,
• performing tasks to the best of our abilities and to the professional standard required,
• identifying potential or real problems and solutions, and
• accounting for our decisions and actions.

As team leaders, we are responsible for:

• clearly defining objectives with team members,
• clarifying the extent of the authority of team members,
• providing suggestions on how to accomplish a task, if necessary,
• identifying skills needed for the job,
• providing team members with opportunity for skill development,
• building consensus,
• removing barriers to successful completion of tasks -- including team members who are unwilling or unable to participate,
• recognizing the contributions of team members, and
• accounting for the decisions and actions of the team.

Accountability is an integral part of the way the RCMP conducts itself. It supports how we accept being responsible for the results of our decisions, actions and inactions. Accountability and responsibility are enhanced within an organizational climate that creates the conditions for empowerment. RCMP accountability is grounded in its Mission, Vision, Core Values, and Commitments to communities and employees. Accountability is supported in both individual and collective work through the existence of the following conditions:

Everyone is accountable to themselves, each other, and the communities they serve.

An atmosphere of trust is an essential prerequisite for empowerment.

Responsibility and authority to make decisions and/or to act is clearly understood and accepted.

The capacity and commitment to deliver quality service is recognized as an integral component of being accountable.

Measurement and evaluation are seen and used in constructive ways to support continuous learning and quality improvement in our work.

Accountability provides each and every employee of the RCMP 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 as we monitor others and our performance is monitored, we will build upon our successes and those of others and learn from our mistakes, and that we will constantly look for ways to improve.

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

© GRC-RCMP
ecdp1154.doc
September 25, 1998