GAF Description


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Summary of the Global Accountability Framework

Participants - People and Organisations

Best Practice

Performance Reporting

"Single View of the Truth"

Components in our Global Accountability Framework

The Framework applies to any organisation that operates from different geographic locations.
It applies particularly where Best Practices have been defined and Standard Reports are in place to monitor performance.
The are four Components in the Framework :-

1. Participants - People and Organisations
People have jobs or responsibilities with Job Descriptions that can often be linked to Best Practices and Key performance Indicators,(KPIs)

2. Best Practice
Best Practice can include Standard Operating Procedures,eg HR procedures for Recruitment.

3. Performance Monitoring
Performance Monitoring typically reports on KPIs which are derived from detailed operational data.
The KPIs are usually defined with expected Threshold Values and Dashboard display.

4. "A Single View of the Truth"
It is vital in any complex organisation to be able to rely on the data which is presented in any Report or document.
This, in turn, requires "A Single View of the Truth" with accountability and transparency.

Typical Applications of the Global Accountability Framework :
a) Monitoring Cleanliness of Water.
Swimming Pools in Hotels and Sports Centers are frequently subject to Government regulations about the levels of chlorine and bacteria in the water.

b) Measuring effectiveness of improved Education
In developing countries, Internet buses have been used to take education to remote rural areas.
The effectiveness of these initiatives can be measured by KPIs based on the number of people attending, the number taking tests and the number passing.
The actual results can then be compared against the expected results so that the effectiveness of the Internet Bus can be assessed.

Notes on KPIS :-
1. KPIs monitor critical activities
KPIs represent activities that result in success when they are carried out correctly.
In other words, they define Best Practice for critical operations within an Enterprise.
For example, High Customer Satisfaction or Excellent Product Quality.

2. KPIs should be established by Stakeholders
It is important that KPIs should be defined by the individuals who are involved in 
the operations that are being measured by the KPIs.

3. KPIs should support 'drill-down'
KPIs should be defined at different levels within an Enterprise and should be
established so that the KPIs at one level expand those at the higher level.
This supports drill-down so that any exceptions can be investigated for causes at
a more detailed level.

4. KPIs must be based on Standards
The organisation must define standards for the items being measured.
For example, Customer Satisfaction or Employee Loyalty.
These items need to be agreed and accepted throughout the organisation.
Tis can be a time-consuming task and require substantial discussion, resolution
and finally commitment.This in turn satisfies the need for Transparency and 
Accountability that has become so important recent legislation, such as Basel II,
Sarbanes-Oxley, Homeland Security and so on.

5. KPIs must KISS
KPIs must be Kept Simple and Straightforward.
Each user should be responsible for not more than 6 or 7 KPIs.
It must be clear what is being measured, and how, and what action should be taken 
when a KPI Threshold value is crossed.
This leads to the need for documented Business Processes that define 'Management Action'
for each KPI.

6. KPIs must be kept up-to-date.
KPIs need to be reviewed on a regular basis. They usually have a life-cycle that often
reflects the understanding and insight of the organisation and the individuals who
originally defined the KPIs. Increased insight leads to the need for adjustments.

7. KPIs are linked to Performance
It is important that each individual's performance is rewarded when KPIs are monitored
and actioned appropriately. This can be incorporated in the Job Description and Personal
Objectives for the individual. This will encourage buy-in by the individual.