1) The document discusses defining and improving accountability in organizations. It defines accountability as taking responsibility for one's actions and being answerable for resulting consequences. 2) Improving accountability is described as a transformation process that requires leadership commitment, passionate practitioners, and skilled staff. It involves identifying accountability gaps, developing strategies to address them, and taking action. 3) Different levels of ownership in accountability are identified, ranging from fully owning and being invested in accountability to resisting and resenting it. The goal is to have all staff above the bar at the higher levels of ownership.

1. Being Accountable Now Prevents Being “ Held”Accountable Later KV Pharmaceutical Company

5. What Is Accountability? Accountability to those who are entitled to know our performance disclosing fully and truthfully to accept responsibility An obligation or willingness to account for one's actions KV

7. Improving Accountability What elements are necessary at each step? KV

8. Improving Accountability KV

9. Improving Accountability Learning this principle blends Legitimacy, Strategy, and Performance Stakeholders need to be able to hold the partnership to account for its Performance. Review and Evolve Performance In moving from commitment to action, managers and supervisors have to mobilize resources. Take Action Strategy Identifying the best strategy means assessing alternative approaches to bridging the accountability gaps. Align Strategy Legitimacy By performing due diligence through sharing information, conducting research and collaborative problem solving to understand the accountability gaps. Identify Accountability Gaps Results How does thinking about Accountability help? Design Stage

11. Improving Accountability KV Each manager/supervisor commits to represent the department and to help the department be responsive to its ultimate beneficiaries its customers. Representation Each manager/supervisor commits to empower the workforce backed by periodic accountability and fine-tuning of direction. Delegation Each manager/supervisor commits to participate in the agreed upon job responsibilities defined within the objectives for that department. Participation Each manager/supervisor commits to support the organizations mission, strategy, and criteria for performance excellence. Commitment

12. Levels of Ownership Buy In/Invested Agree & Involved Comply/Concede Disagree & Involved Exempt/Excuse Agree & Uninvolved Resist/Resent Disagree & Uninvolved “ I Own It” “I Don’t Own it” Above The Bar Below The Bar

13. Questions? KV