In part 2 of this series, we will discuss the In Control Statement as an instrument for a modern accountability function. A new voice around integrality, responsibility and ownership.
In recent years, many ministries and other government organizations have had their hands full with the (re)design of their business processes and associated information provision. As a result, not much attention has been paid to modernizing the accountability function. But now that the basis is in order in many cases, governments are ready for that next step and many initiatives are being started to further professionalize the accountability function. There is a need for integral insight, transparency at the top and the safeguarding of ownership within the organization.
In practice, we see that the accountability function is being approached broadly. Not only is attention paid to financial accountability, but the use of a broadly supported Internal Control Framework (ICF) is also being considered, which also includes topics such as quality, IT, information security, privacy, social contribution and image. An ICF as a basis for quality management and with a responsibility within the primary process of the organization. An ICF that also includes matters that the line organization and the board consider important. That creates a lot of added value. Another major advantage of such an ICF is that the board of the organizations is often ultimately responsible for issuing such an In Control Statement (ICS) during its development and implementation. How do you tackle an ICF and the In Control Statement integrally? A number of points of attention:
- Internal connection, from task-based management to result-based management. An In Control Statement (ICS) and the associated Internal Control Framework (ICF) belong to everyone. It is a form of quality management. Therefore, explicitly involve the line organization in the preparation, testing and periodic evaluation of results.
- Professional organization, from control to integral results management. An In Control Statement requires integral information provision. A GRC and/or ISMS platform provides optimal support for this. On the one hand, having central insight and being able to manage results and on the other hand being able to decentralize activities and monitor progress is essential. An In Control Statement requires effective support for the governance of the organization. Many different parties and officials make their contributions.
- Continuous learning, from handling to learning. Focus on the progress and quality improvement that the organization is making. Making mistakes is allowed. Do not only look at the incidents and findings, but also report on the qualitative progress. Being In Control of the organization must be seen as a source of value.
It is precisely this integrated approach that makes the In Control Statement a valuable instrument for organising the accountability function more integrally, with attention to ownership and commitment within the entire organisation.
More information?
In this series, Edwin Lodder discusses the latest developments in this area at ministries and government, which are faced with the task of modernising their accountability function. Based on a tour of the fields, Edwin lists the six most important developments within this new dynamic. We are happy to help you take the first steps towards a modern accountability function. Let us know!
