Academic literature on the topic 'Executive accountability'

Abstract The German Basic Law constitutes federalism as a unique political system which is characterised by intertwined decision-making of the Federation (Bund) and the component units (Länder). The executives of the two federal tiers and the Länder executives within the Bundesrat play a major role in making joint decisions. They are forced to make decisions in the ‘joint-decision mode’ (Politikverflechtung) which is detrimental to accountability. Reform efforts were made to unbundle competences and to reduce the number of bills which require the Bundesrat’s consent. Due to the dominance of the executives and the distribution of powers between the federal tiers (legislation is dominated by the Bund, execution is dominated by the Länder), German federalism is rightly called ‘executive federalism’. German federalism can even be regarded as an embodiment of that concept since it covers all possible aspects of ‘executive federalism’. The Bundesrat has an important share in that classification.

ABSTRACTThe hallmark of accountability in a democracy centres on the way the elected parliament holds the executive to account. If the parliament does not perform its oversight role effectively, lower authorities would have fewer incentives to do the same vis-à-vis local executives. In this article we therefore ask whether or not different meanings of accountability can be discerned amongst Tanzanian Members of Parliament (MPs). In our Q-method research we found four clearly identifiable discourses on accountability amongst Tanzanian MPs:Partycrats;My Electorate's Advocates;Frustrated Account Holders; andPragmatic Account Holders.We understand MPs discourses within the broader context of political clientelism and we argue that this combination of discourses, or accountability culture, enables the executive to rule in semi-autocratic ways. Even if opposition parties would obtain a parliamentary majority, this accountability culture stands in the way of achieving greater democratic responsiveness.

Purpose – The purpose of this paper is to understand the influence of information and knowledge exchange and sharing between managers and non-executive directors is important in assessing the dynamic processes of accountability in boardrooms. By analysing information/knowledge at multiple levels, invoking the literature on implicit/tacit and explicit information/knowledge, the authors show that information asymmetry is a necessary condition for effective boards. The authors introduce a conceptual model of manager-non-executive director information asymmetry as an outcome of the interpretation of information/knowledge-sharing processes amongst board members. The model provides a more nuanced agenda of the management-board information asymmetry problem to enable a better understanding of the role of different types of information in practice. Design/methodology/approach – The analysis of information/knowledge exchange, sharing and creation and the resultant conceptual model are based on the following elements: manager-non-executive director information/knowledge, management-board information/knowledge and board dynamics and reciprocal processes converting implicit/tacit into explicit information/knowledge. Findings – The paper provides new insights into the dynamics of information/knowledge exchange, sharing and creation between managers and non-executive directors (individual level)/between management and boards (group level). The authors characterise this as a two-way process, back-and-forth between managers/executive directors and non-executive directors. The importance of relative/experienced “ignorance” of non-executive directors is revealed, which the authors term the “information asymmetry paradox”. Research limitations/implications – The authors set out key opportunities for developing a research agenda from the model based on prior research of knowledge conversion processes and how these may be applied in a boardroom setting. Practical implications – The model may assist directors in better understanding their roles and the division of labour between managers and non-executive directors from an information/knowledge perspective. Originality/value – The authors apply Ikujiro Nonaka’s knowledge conversion framework to consider the transitioning from individual implicit personal to explicit shared information/knowledge, to understand the subtle processes at play in boardrooms influencing information/knowledge exchange, sharing and creation between managers and non-executive directors.

Purpose Despite indications of scholarly interest, there are still gaps in the research of the concept of felt accountability, especially the felt accountability of board members. This paper aims to clarify the sources of accountability experienced by board members. Especially those in a non-executive capacity. How these sources can be accessed to enhance felt accountability and thereby governance effectiveness is explored. Design/methodology/approach Qualitative, exploratory research methods were used. In total, 15 semi-structured, in-depth interviews were completed with non-executive board members of Johannesburg Stock Exchange listed companies in South Africa. Thematic content analysis was used to analyse data. Findings The findings clarified the formal and informal sources of accountability experienced by non-executive board members. This included relational and structural mechanisms that can be used within corporate governance to enhance both types of accountability. Accessing the identified sources of accountability through appropriate mechanisms could increase the levels of felt accountability experienced by the individual non-executive board member, thereby strengthening accountability inside the boardroom and improving overall board effectiveness. The study also revealed a layer of implicit and explicit accountability. Research limitations/implications The study was conducted solely in South Africa, with non-executive board members of Johannesburg Stock Exchange listed companies. Originality/value There is limited research that clarifies the sources of accountability experienced by non-executive board members. This study aims to address this gap in the literature by providing techniques on how to enable the clarified sources of accountability to improve governance effectiveness.

Previous studies have argued that democracy diminishes the extent to which leadership contests depress economic growth, by reducing the violence and uncertainty attendant on such contests. We reconsider the theoretical basis for this claim, highlighting the separate roles of executive constraint and electoral accountability. Exploiting panel data from 1850 to 2005, we show that the executive’s horizontal accountability to the legislature significantly moderates the economic downturns associated with leadership turnover, while its vertical accountability to the electorate does not. These results suggest that, in terms of moderating succession-related downturns and thereby promoting steadier economic growth, the health of legislatures is more important than the health of elections.

Dissertation (Ph. D.)--University of Akron, Dept. of Public Administration and Urban Studies, 2006.
"May, 2006." Title from electronic dissertation title page (viewed 10/11/2006) Advisor, Raymond W. Cox III; Committee members, Julia Beckett, Francois Doamekpor, Jennifer Alexander, Kathryn Feltey; Interim Department Chair, Charles B. Monroe; Dean of the College, Ronald F. Levant; Dean of the Graduate School, George R. Newkome. Includes bibliographical references.

The unauthorised disclosure of official information has caused embarrassment to successive governments regardless of political affiliation. At times, the disclosure of highly important documents pertaining to national security has reportedly caused immeasurable harm to the defence of the realm and damaged international cooperation. The protection of national security may however be used as a shield behind which malpractice can occur. Use of the Official Secrets Acts to prosecute Crown Servants for the unauthorised disclosure of information damaging to the reputation of government has proved controversial. Crown servants operate in an environment whereby a relationship of trust and loyalty is paramount to the running of government in a democratic society. Crown servants, however, remain in a unique position to witness acts of malpractice or maladministration. When other checks and balances fail, the Crown servant is faced with the unenviable prospect of allowing the malpractice to continue or to blow the whistle. This thesis provides an assessment of the existing officially prescribed mechanisms for Crown servants to blow the whistle and the position of the Crown servant as a journalistic source. It considers Crown servants in the Civil Service and is extended to provide two distinct case studies of servants in the UK intelligence community and members of the UK armed forces. This thesis critically evaluates the available whistleblower procedures alongside the current mechanisms used to hold the government and its departments to account, concluding that there are significant gaps in the current processes. Comparative analysis of other jurisdictions is used to bolster understanding with the objective of providing a number of key recommendations to provide strong, viable, alternatives to unauthorised disclosures.

Municipal councils are vested with the legal authority to promote financial accountability in their respective municipalities. To accomplish this responsibility, municipal council establishes committees to enable a structured and coordinated mechanism through which it can promote financial accountability effectively. However and despite the available legal and institutional mechanisms established to enable council committees to promote financial accountability, the lack of effective financial accountability in municipalities has persisted. This study focused on the role of council committees in ensuring financial accountability. It was guided by the following research questions: What are the major factors that contribute to financial accountability at local level, what is the role of council committees in promoting financial accountability and how can council committees be strengthened to play an effective role in Stellenbosch municipality&rsquo
s municipal financial accountability. Stellenbosch Local Municipality was used as a case study for this research. The data was collected from primary and secondary sources. Primary data was sourced from members of relevant council committees through structured and unstructured interviews. Secondary data was obtained from relevant municipal reports, internet sources, government department publications, journals and Auditor - General&rsquo
s reports which contributed to the reliability, validity and objectivity of the findings. The findings showed that political instability, a lack of a culture of accountability, lack of clearly defined authority for accountability, lack of relevant capacity and willingness are some of the major factors that have impacted negatively on council committees from promoting effective financial accountability. The study opens up the possibility of future research to include a wider number of municipalities.

Orientador: Karina Lilia Pasquariello Mariano
Banca: Maria Teresa Kerbauy
Banca: Valeriano Mendes Ferreira Costa
Resumo: O presente estudo tem por objeto a análise dos mecanismos institucionais de fiscalização e controle da Assembléia Legislativa do Estado de São Paulo. O objetivo é verificar quais são os instrumentos com que o Poder Legislativo conta para exercer suas funções fiscalizatórias e de controle dentro do sistema político estadual paulista. Em vista dessa preocupação, o estudo se concentra, num primeiro momento, na discussão a respeito da importância do estudo dos formatos institucionais e da relação entre as instituições e o comportamento dos atores. Posteriormente, buscamos apresentar modelos teóricos sobre a fiscalização e controle, privilegiando as caracterizações e as justificativas funcionais, de maneira a apresentar sua relevância, complexidade e limitações. Em seguida, detalhamos as atribuições e competências da Assembléia Legislativa paulista, tomando por base a nova ordem institucional inaugurada com a promulgação da Constituição do Estado de São Paulo de 1989. O debate perpassa a caracterização dos atores envolvidos no sistema político estadual paulista, como também os mecanismos institucionais que outorgam poderes a esses atores. As prescrições institucionais presentes nos textos legais, sobretudo na Constituição e no Regimento Interno, são apresentados e analisados criticamente alicerçados na literatura concernente. Por fim, relacionamos o debate teórico e o conjunto de competências e atribuições da Assembléia Legislativa do Estado de São Paulo aos dados encontrados na pesquisa empírica para que, então, sejam expostas as conclusões deste estudo.
Abstract: The object of this study is the analysis of the institucional accountability devices of Legislative Assembly of São Paulo. The objective is to find out which are the instruments Legislative uses to exercise its functions. In view of this concern, the study focuses the discussion on the importance of the study of institutional forms and the relationship between institutions and behavior of actors. Subsequently, we present theoretical models on the oversight and control, focusing on characterization and functional reasons, so as to make its importance, complexity and limitations. Then, we detail the powers of the Legislative Assembly of São Paulo, based on the new institutional order defined with the promulgation of the Constitution of the State of São Paulo in 1989. The debate involves characterization of the actors involved in the political system, but also the institutional mechanisms of empowerment of these actors. The institutional requirements in legal texts are presented and analyzed based on concerning literature, particularly the Constitution and the Rules of Procedure. Finally, we relate the theoretical debate, all the powers and duties of the Legislative Assembly of São Paulo, and the data found in empirical research to expose the conclusions of this study.
Mestre

Thesis (Ph. D. (Public Administration)) --University of Limpopo, 2019
South Africa continues to experiment with democracy after 23 years since its rebirth in 1994. The country‘s democracy is still developing towards greater transparency, full participation and accountability. Development depends on the existence of strong and vibrant institutions of accountability in the face of the challenges that threaten to reverse the gains made since the advent of democracy. Among such institutions is the legislature, which is the focus of this study. The study probes the oversight role of legislatures in South Africa. Oversight has become a subject of interest in the field of Public Administration as it is viewed as the mandate of legislatures to hold the government to account for managing public resources in the course of conducting public affairs. This study broadens the understanding of oversight by examining crucial relations between the legislature and the executive, and by providing insight into the legislature‘s ability and capacity to carry out the oversight mandate. This is mainly because in most developing countries, the legislative sector, and particularly African legislatures have been categorised as weak. They are generally censured to have institutional weaknesses and limited decision-making role. There are, however, common challenges, including but not limited to lack of capacity, the dominance of the executive and its reluctance to cooperate, and lack of political will attributed to various factors. These challenges are intensified by the legislature‘s perceived inability to deal with emerging issues. Studies previously conducted in the Gauteng Legislature have affirmed some of these challenges, including among others, lack of independence and capacity issues when exercising its oversight role. However, the literature pointed to increased oversight activities in democratic legislatures over the years. Although increase in oversight activities is acknowledged in the study, literature on oversight effectiveness is scant. From the foregoing, the aim of the study was to examine whether the oversight role of legislatures has effects in terms of the promotion of good governance, particularly executive transparency and accountability as well as public involvement. In addition to focusing on the relationship between the executive and the legislature, ability and capacity of the legislature, the study also set out to determine the extent to which the public participates in oversight processes of legislatures. The study concentrated on the Gauteng Legislature, and focused on the work of Portfolio Committees as they are responsible for the day to day oversight work of legislatures. The literature reviewed points out to the complex nature of the legislative oversight setting based on the systems of governance adopted in a country, which has an influence on the relationship between the executive and the legislature, and in turn, on oversight. The study has employed a qualitative approach, with the data collected utilising semistructured in-depth personal interviews, participant observation and document analysis. Semi-structured personal interviews were the main data collection tool utilised to collect primary data from the participants. The participants were selected utilising non-probability (purposive) sampling to target participants with knowledge and experience on the subject matter to attain the objectives of the study. In addition, the participant observation and document analysis were used to collect both primary and secondary data to supplement the interviews with the respondents. This was mainly to respond to the contention of this study. The study argues that the legislature through its oversight role has the ability and capacity to promote transparency and accountability as well as public involvement. The findings of this study suggest that to a certain extent, the oversight role might have positive effects on promoting executive transparency and accountability. However, the findings have pointed out some serious shortcomings regarding the extent to which the public participates in the oversight work of the legislature. This is regardless of the efforts made by the legislature to establish platforms to ensure that the public participates in the oversight role to hold the executive accountable. Furthermore, the study has found that Portfolio Committees are a suitable mechanism to hold the executive to account as among others, the Members of the Provincial Legislature (MPLs) work well together. There are improved relations between the Gauteng government departments and committees. The departments are responsive; yet there are still challenges leading to the elusion of accountability, with limited or no consequences. The study recommends inter alia, follow-up on oversight activities; committee action against the executive‘s reluctance; strengthening the role of research; and regular interactions between the executive and the legislature. Keywords Accountability, Committees, Democracy, Executive, Government, Governance, Good Governance, Legislature, Performance, Public Participation, Service Delivery, Transparency, Political Parties, and Oversight.

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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)
O presente estudo tem por objeto a análise dos mecanismos institucionais de fiscalização e controle da Assembléia Legislativa do Estado de São Paulo. O objetivo é verificar quais são os instrumentos com que o Poder Legislativo conta para exercer suas funções fiscalizatórias e de controle dentro do sistema político estadual paulista. Em vista dessa preocupação, o estudo se concentra, num primeiro momento, na discussão a respeito da importância do estudo dos formatos institucionais e da relação entre as instituições e o comportamento dos atores. Posteriormente, buscamos apresentar modelos teóricos sobre a fiscalização e controle, privilegiando as caracterizações e as justificativas funcionais, de maneira a apresentar sua relevância, complexidade e limitações. Em seguida, detalhamos as atribuições e competências da Assembléia Legislativa paulista, tomando por base a nova ordem institucional inaugurada com a promulgação da Constituição do Estado de São Paulo de 1989. O debate perpassa a caracterização dos atores envolvidos no sistema político estadual paulista, como também os mecanismos institucionais que outorgam poderes a esses atores. As prescrições institucionais presentes nos textos legais, sobretudo na Constituição e no Regimento Interno, são apresentados e analisados criticamente alicerçados na literatura concernente. Por fim, relacionamos o debate teórico e o conjunto de competências e atribuições da Assembléia Legislativa do Estado de São Paulo aos dados encontrados na pesquisa empírica para que, então, sejam expostas as conclusões deste estudo.
The object of this study is the analysis of the institucional accountability devices of Legislative Assembly of São Paulo. The objective is to find out which are the instruments Legislative uses to exercise its functions. In view of this concern, the study focuses the discussion on the importance of the study of institutional forms and the relationship between institutions and behavior of actors. Subsequently, we present theoretical models on the oversight and control, focusing on characterization and functional reasons, so as to make its importance, complexity and limitations. Then, we detail the powers of the Legislative Assembly of São Paulo, based on the new institutional order defined with the promulgation of the Constitution of the State of São Paulo in 1989. The debate involves characterization of the actors involved in the political system, but also the institutional mechanisms of empowerment of these actors. The institutional requirements in legal texts are presented and analyzed based on concerning literature, particularly the Constitution and the Rules of Procedure. Finally, we relate the theoretical debate, all the powers and duties of the Legislative Assembly of São Paulo, and the data found in empirical research to expose the conclusions of this study.

Magister Commercii - MCom
This thesis focuses on the National Prosecuting Authority (NPA) of South Africa between 1998 and 2017, by looking at whether it acts as an independent institution and if it strengthens the quality of democracy in the country. The research addresses various sub-research questions such as, what is independence? What is a quality democracy? Is the NPA able to foster democratic accountability? It further assesses to which extent executive influence and leadership instability affect the independence of the NPA, by looking at the relationship between the executive – the state Presidents’ and government officials – and the NPA, over the years, in terms of the law practiced. And lastly, whether the role of ANC has affected the NPA. These questions arise out of my interest to understand the NPA in terms of its constitutional mandate and how it impacts democracy. The principal concepts used to date indicates that democracy comprises several procedural norms. These democratic norms – accountability, the constraint of executive power, the separation of powers, and the rule of law form the bases for my research study; while other integral factors include independence, state capture, and dominant party systems. The research methodology for this thesis incorporated qualitative research, a case study, and triangulation. The research also included interviews, with Advocate Shaun Abrahams, Dr Silas Ramaite, Advocate Vusi Pikoli, Advocate Glynnis Breytenbach, Mr Steven Swart, Mr Lawson Naidoo, Mr Paul Hoffman, Dr Jeff Rudin, Professor Lukas Muntingh, Professor Lovell Fernandez, Mr Gareth Newham, and Advocate Mike Pothier as the interviewees. The data analysis and synthesis suggest that the lack of oversight of the NPA alongside the political dominance of the ANC has allowed for an infiltration of political influence within the institution resulting in the selective prosecution of high-profile cases. The data highlights the blurring of lines as a result of state capture which has tainted the NPA’s independence. The importance of this research study lies in the relationship of the NPA and democracy, as an erosion of the NPA essentially correlates with the weakening of democracy. Therefore it is vital to protect our independent institutions, like the NPA, as they strengthen our democracy, assist in upholding the rule of law and the Constitution.

Learning Outcomes Assessment (LOA) provide educators with a practical instrument to review and enhance the alignment between the planned, delivered and experienced curriculum. Effective LOA processes help educators decide on the proper actions to take and the strategies to implement in order to ensure the continuous improvement of the student learning experience, and the attainment of the intended learning outcomes. Nonetheless, the adoption of LOA in higher education is still lagging and the assessment loop is rarely closed. This is mainly due to the indigent implementation of the assessment processes, and the vague definition of the responsibilities and quality assurance measures. This paper introduces a committee infrastructure to foster accountability and responsibility and assure the quality of the implemented assessment processes. The infrastructure has been established syccessfully over the last few years, and a noticeable improve in the execution of the assessment process has been detected.

The research currently presented is related to non-financial reporting and the prevailing reporting practices employed by enterprises posing risks to the environment. The worldwide economy is in a continuous change and the companies must face all the new challenges to assure a good development of their business. One of the most pressing challenge is related to the reporting of information in an integrate form. It is considered that the traditional model of financial reporting does not represent a comprehensive image to assess the previous and future performance of a company. According to the Directive 2014/95/EU regulations, reporting of non-financial information encompasses three major areas: environmental, social, and labour. Each is equally important, though environmental issues seem of particular significance in enterprises posing risks to the environment. The natural environment and its protection are important from the viewpoint of future generations. The transition from voluntary disclosure of non-financial information to mandatory regulation in the EU has taken place due to continuous increasing needs to have more transparency and rigor of information disclosed by companies. Indeed, voluntary reporting of CSR has many aspects of weakness, it is difficult to compare the information of different companies; it is a tool to avoid regulation; lack of execution and accountability; and leads to rhetoric, as corporations continue to create many problems for society.

Over the years, new regulations, safety and environmental concerns from the public have emphasized the requirement for pipeline owners to demonstrate and document the safe operation of their facilities. In Europe, the “Seveso 2” regulation has mentioned pipelines in the requirement for safety and integrity management of hazardous facilities. What were originally technical issues related to inspection and maintenance have now been wrapped up in the general concept of pipeline integrity management. The safety of pipelines has indeed become a social accountability issue at Corporate level for every Operator. Bureau Veritas has been involved since its inception in the conformity assessment, the certification of facilities and organisations and has developed a vast experience in the field of QHSE and Regulatory compliance. Based on this experience, Bureau Veritas is developing a practical approach to Pipeline Integrity Management, providing guidelines and methodologies for operators. The paper describes a performance-based and risk-based approach to Pipeline Integrity Management. The approach includes: assessment of the condition of facilities (through audits and inspections), performing risk analysis and engineering criticality assessments, drawing up the priority list of further inspections, interventions, repairs and maintenance, assisting and advising in the selection of the appropriate methodologies and tools, controlling the execution of such inline inspections, cathodic protection surveys, safety systems upgrades, maintenance and repair works. Bureau Veritas has also developed calculation criteria to interpret inspection data and to advise on fitness for service of the facilities to prioritize the repair works.

Production efficiency is a key factor for oil & gas companies to have a good performance in a low oil prices environment, and planned shutdowns are events that impact crucially in this factor. This technical paper objective is to explain how, starting from a point of high planned losses due to shutdowns bad performance (13%), the application during only one year of best practices compiled from oil & gas and other business experience is able to change things up to achieve an impressive outcome (3%). Long term planning, meticulous preparation and efficient execution are achieved when best practices are applied with accountability, rigor and common sense. Maintenance and Integrity shutdown plans compliance is also improved as they are considered inside a big picture that allows us to schedule them in the more efficient way to assure our HSE standards, and helped by some new technologies as the so called NII (Non-Intrusive Inspections). Standards, procedures, deliverables, communication channels, materials control, organigrams… are the specific tools to be used and refed to implement the lessons we learn at the end of each shutdown. Sharing regularly our experience with other operators is also a source of best practices and cross-pollination. Maintaining this quality standard along the time and improving to the extent possible will drive us to excellence in the middle term. As our teams become more and more involved on this new method, they start to feel more comfortable and propose improvements, being more and more committed as they see good results arriving.

Abstract The Brazilian Pre-Salt has gained importance as an essential world-class province given its prolific production and thanks to its many challenges, it has incentivized the market to look for better ways to faces these technical challenges safely. This article aims to describe the main challenges faced by Shell and Constellation as well as the approach adopted to improve the operations’ safety and reduce drilling time, significantly reducing the drilling costs in an exploratory campaign in the Brazilian Pre-Salt. The campaign was based on the buildup of a partnership between the drilling contractor, operator and the main services provider, Halliburton, creating a transparent and collaborative environment, which improved all parties’ ownership and accountability. The application of many processes and techniques such as Step Seven, Stop Work Authority and Design of Work improved safety and efficiency. A precise equipment selection, detailed planning and careful execution with disciplined application of a learning mindset were also paramount to drilling performance. Four pre-salt wells were drilled in the campaign at Sul de Gato de Mato (2 wells), Alto de Cabo Frio and Saturno prospects with all of them qualifying in terms of drilling time as best in class (BIC), i.e., within the top 5% percentile. In 2019, the GdM3 well was the fastest delivery of a pre-salt well out of the 250+ wells in the region. The well GdM4 drilled in 2020 as part of the same campaign broke the previous record by seven days, being the fastest pre-salt well ever drilled with its 18 dry hole days mark. The main reason associated with the campaign´s success was the utilization of the DID-PDCA methodology, which promoted the integration of all the workforce in a cycle towards continuous improvement by: (i) carefully selecting the equipment and experienced service providers, (ii) generating detailed plans of the drilling activity and engaging all those involved in the delivery, (iii) establishing and applying a HSE strategy for safety culture enhanced and (iv) constantly monitoring of performance and discussing the next steps. Along this article a summary of well layout, the drilling phase duration, some of the key performance improvement initiatives as well as how they were generated will be shared.

Abstract Quality is one of the most important pillars of the project's success. The cost and schedule of an Oil and Gas Project are directly affected by quality failures at any stage. Moreover, hidden quality risks at the facility operation stage can compromise asset integrity and endanger safety. Stakeholders always strive to comply with quality requirements. Despite the best intentions, Oil and gas projects experience critical quality failures called "Hot Spots" which are a part of most lessons learned. In this paper, we present several critical Quality Failures that usually occur during Oil and Gas Projects, posing a real danger to the project's completion milestones. In light of this, the top "Hot Spots" identified are: Lack of attention to EXOTIC materials such as Inconel and Super duplex stainless steel Ineffective FLANGE MANAGEMENT practices in construction Failure to implement proper preservation management practices in construction Corrosive services in oil and gas facilities require exotic materials such as Inconel and Super duplex Stainless Steel. It is, however, necessary to ensure strict quality control during the manufacturing and fabrication of these materials. These EXOTIC materials may cause costly delays during start-up or commissioning if manufacturing or fabrication defects are carried over. One of the primary causes is routine Quality Control during manufacturing and fabrication, which is often insufficient. It is imperative to enhance Quality Control as a proactive approach when dealing with exotic materials. Furthermore, the Vendor/Fabricator's manufacturing process and fabrication control and prior performance record specific to these materials must be critically analyzed. Performing flange management incorrectly can result in repetitive leaks, which impedes commissioning. Also, incorrect bolting or gaskets/sealing materials can have a significant safety impact. The root cause is often a lack of attention during execution and mistaking it for a standard bolt tightening process. The management of flanges requires a holistic approach, including the engagement of Specialized Subcontractors and adhering to written procedures. Mega Projects require materials and equipment to be stored for months and even years before commissioning can begin. Lack of proper site storage and preservation can impair sensitive instruments, rotating equipment, and cause corrosion issues in piping in the future. As stakeholders prioritize Cost and Schedule in the project, Site Preservation activities receive less attention. Critical materials and equipment may deteriorate as a result. There is a need for early action by project stakeholders and more accountability when it comes to preservation. According to this paper, project stakeholders should take PROACTIVE measures to avoid these Quality hot spots.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

The IDB Group's ReTS is a monitoring system aimed at providing the Boards of Executive Directors of the IDB and IDB Invest with periodic information for decision-making on Bank and IDB Invest actions and progress in implementing the endorsed recommendations issued by OVE. Assessing to what extent recommendations have been addressed is essential for institutional accountability and learning.

This approach paper defines the objectives, scope, and methodology for the Office of Evaluation and Oversight's (OVE) evaluation of the governance of the Inter-American Development Bank (IDB). The evaluation is included in OVE's 2020-2021 work program (document RE-543) in response to a request by the Board of Executive Directors to evaluate the IDB's governance arrangements. Drawing from similar evaluations, these aspects will be evaluated in four dimensions: effectiveness, efficiency, accountability and transparency, and voice.

The Inter-American Development Bank (IDB) was founded in 1959 as an initiative of Latin American and Caribbean (LAC) countries and the United States to support the development of the region through an institution in which LAC countries would play a leading role through their majority capital and voting shares but with significant participation of the United States. The Agreement Establishing the Inter-American Development Bank (the Agreement; IDB 1959/1996) articulated the desired balance of responsibilities and power between LAC and the United States. It also provided that the IDB's governance would center around three governing bodies: the Board of Governors (BOG), the Board of Executive Directors (EXD), and Senior Management. The objective of this evaluation, requested by the EXD, was to assess the extent to which existing institutional arrangements at the IDB allow it to operate effectively and efficiently while providing sufficient accountability, transparency, and stakeholder voice in decision making. The evaluation focused on four dimensions: (1) effectiveness--the extent to which the IDB's governance arrangements allow the institution to effectively set strategic objectives, provide means to attain those objectives, and monitor performance; (2) efficiency--the degree to which the costs (in both money and time) of the IDB's governing bodies to perform their assigned roles and responsibilities are consistent with their priorities; (3) accountability and transparency--the extent to which the IDB's governance arrangements render the IDB governing bodies accountable to its shareholders for the responsibilities delegated to them, and the ability of secondary stakeholders, such as civil society, project beneficiaries, and private sector entities, to access information; and (4) voice--the extent to which the IDB's governance arrangements provide the shareholders and secondary stakeholders with an adequate voice in decision making.

Value for Money (VfM) is a concept that broadly defines how to maximise and sustain equitable and quality outputs, outcomes and impact for a given level of resources. VfM is a frequently misunderstood term, often associated with complex economic analysis methods. The literature reviewed in this report shows no clear consensus concerning how VfM should be defined. This rapid literature review collates available literature on the value for money of different CSO delivery options. It draws on a diverse range of sources from academic and grey literature. The review draws heavily on a number of sources including Coffey (2015), Laws and Valters (2021) and INTRAC (2020).Despite a range of definitions of VfM being developed and refined, there exist a dearth of detailed attempts to understand how best to conceptualise, measure and manage VfM for programmes which aim to be adaptive.How VfM is interpreted continues to evolve, for example, the Independent Commission for Aid Impact has broadened how VfM is assessed by requiring different types of accountability and transparency commitments to ensure that CSOs use funding responsibly (ICAI, 2018).The availability of VfM evidence across many funding arrangements is lacking or incomplete. Additionally, while the effectiveness and impact of specific funding mechanisms was typically explored and assessed in the literature, the relationship between the design and execution of the broader funding arrangement in relation to VfM was usually inferred rather than explicitly assessed.