Dansk Interparlamentarisk Gruppes bestyrelse 2020-21
IPU Alm.del Bilag 13
Offentligt
Comprehensive Transparency,
Accountability and Openness Strategy
Final report
An independent mandate, commissioned by the Secretariat of the IPU
conducted by Malika Aït-Mohamed Parent,
31 March 2020
Original language: French
1. Executive summary
1.1. At a time when technological advances are multiplying the number of interactions taking place,
the principles of
transparency, accountability and openness
lie at the heart of concerns being
felt by citizens and the institutions and organizations that represent them.
1.2. On the strength of its 130-year history, the Inter-Parlia
e tar U io IPU is the orld’s ost
important organization of parliaments, paving the way through the development of tools and
reference texts for a stronger application of these principles to its own governance and
programme administration.
1.3. Deeply embedded in its institutional DNA (see Statutes and Rules; core values, as reflected in
its Strategy for 2017–2022, p. 6), but also in the words of its leaders (see Vision of the President
of the IPU for the Organization, 2018, p. 7; see Foreword by the Secretary General, Strategy
2017–2022, pp. 2–4), the principles of accountability, transparency and openness are put into
practice, but also debated, in the IPU.
1.4.
The IPU’s ore alues as des ri ed i its Strateg
–2022
(ibid, p. 6) are consistent with and
strengthen its commitment to accountability, transparency and openness. The current decade
having seen a resurgence of hyper-transparency and other phenomena, the IPU is raising
constructive questions about the application of these principles. By means of a
Co prehe si e Tra spare , A ou ta ilit a d Ope ess Strateg it proposes to
revisit
past activity to identify potential gaps and bring procedures up to date where necessary.
1.5. The call for proposals to develop such a comprehensive strategy, published in July 2019,
presents an extensive terrain for the mapping of existing tools
–
encompassing the IPU as an
organization as well as its Secretariat.
1.6. The study conducted by the author of this report brought to light some gaps between existing
practices (policies, procedures) in the IPU and the good practices of comparable organizations.
These gaps are presented in section 8 of this report, entitled
List of the ai gaps ide tified
ased o o pariso s ith other orga izatio s
.
1.7. These gaps were categorized according to the Risk Management Framework adopted by the
IPU in 2013. Based on the gaps identified, this report suggests prioritizing the review or
development of resources to address eight specific gaps identified; those gaps concern both
IPU governance and the Secretariat and are set out in section 10 of this report, entitled
Re o
e datio s .
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2.
Introduction
With strong policies and practices already in place for transparency, accountability and
openness, the Inter-Parliamentary Union (IPU) now plans to consolidate the existing
structure by developing a comprehensive strategy. This project is an opportunity to improve
awareness and understanding of these concepts among stakeholders and clarify their
respective roles in applying them.
3.
3.1.
Methodology
The following methodology is proposed to ensure that relevant data on practices in other
organizations is gathered and analysed: (a) determine the scope of the study based on the
Specifications; (b) define key terms used in the study; (c) map
the IPU’s alidated urre t
practices; (d) identify the current practices of comparable international organizations
corresponding to the areas discussed here; (e) indicate potential gaps identified through
these comparisons; (f) propose recommendations.
To this e d, the author’s ork o sisted of three stages:
Stage 1: A desk review
o
Contextual information, including:
▪
the 15 IPU reference documents (statutes, rules, policies, practices, manuals,
strategies, etc.) indicated in the Specifications for the study (see Annex 2,
Bibliography, list 1 below)
11 additional IPU documents suggested during the first series of interviews or
identified during the desk review (see Annex 2, Bibliography, list 2).
3.2.
▪
o
Comparative information, including:
▪
▪
3 relevant documents not published by the IPU (see Annex 2, Bibliography,
list 3)
29 documents on the accountability frameworks of comparable organizations
(see Annex 2, Bibliography, list 4).
Stage 2: Interviews:
19 interviews were conducted between 30 August 2019 and 25 October
2019, each lasting between 45 and 90 minutes: 11 with members of parliament and 8 with
members of the IPU Secretariat, as well as a series of
coordination meetings,
making a total
of over
20 hours of interviews.
To ensure balance in the consultations between Members (parliamentarians) and Secretariat
personnel, the sponsor of the study decided to extend the period for consultation (without
extending the number of days specified), to take advantage of the presence of numerous
parliamentarians during the Executive Committee meeting in October 2019, in Belgrade. On
that occasion, the author of this report had the opportunity to present the main points from
the interim report (dated 5 October 2019) firstly to the
Executive Committee
(on 12 October)
and then to the
meeting of the Presidents of the Geopolitical Groups and the Presidents of
the Standing Committees
(on 13 October).
Stage 3: Analysis of the data
gathered in the interviews and from the comparative study.
Stage 4:
Production of progress reports (22 November 2019, 4 October 2019, 23 December
2019, 25 March 2020).
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4.
4.1.
4.2.
Scope of the study
The Specifications refer to the IPU as an Organization. The scope of this study therefore
encompasses the Organization as an organization of Members, as well as its Secretariat.
The mapping, the comparisons and the analysis of gaps therefore encompasses the
Organization as an organization of Members, as well as its governance and Secretariat.
5.
5.1.
Definition of key terms
Considering that the stakeholders for this study potentially speak 130 different languages,
and since the key terms used in this study refer to concepts and conceptual fields that vary
from one language to the next, the author of this report has assembled a reference glossary
(see below) to facilitate understanding of the report.
It should be noted, however, that these terms and concepts evolve over time and may be
adjusted or refined by the IPU based on reflection, dialogue with stakeholders or changes in
the IPU’s urre t pra ti es ith respe t to its Se retariat as ell as its e ership a d
governance).
5.2.
5.3. Key terms:
5.3.1.
Accountability:
The o ept of a ou ta ilit i E glish tra slates i to Fre h as
either
responsabilité
respo si ilit or
redevabilité
dut to report .
The Fre h ersio s of the IPU’s i stitutio al literature, su h as the O to er
ersio of the Statutes a d Rules, refer to
redditio des co ptes”
(see art. 26.f. and
28.g)
– literall the re deri g of a ou ts . I a fi a ial o te t that ordi g a
fall short of capturing accountability in the sense of responsibility or duty to report.
Both of these se ses are aptured the E glish ter a ou ta ilit .
As part of a process of institutional dialogue within the IPU, in connection with the
pri iples of tra spare
a d ope ess , the ter
a ou ta ilit
a
ultimately be
defi ed a ordi g to the IPU’s spe ifi , o te porar o te t.
5.3.2.
Transparency:
The IPU Statutes (October 2018 version) refer twice to transparency:
-
Article 28.2 lists the functions of the Executive Committee, which include the
follo i g: E a i e a d su it for the appro al of the Go er i g Cou il the
Orga izatio ’s poli ies o tra spare
a d a ou ta ilit see
Art. 28.2.f).
Article 28.2 lists the
Se retariat’s fu tio s, i ludi g this o e: Prepare for the
consideration of the Executive Committee policies and reports on
tra spare
a d a ou ta ilit to e appro ed
the Go er i g Cou il
(see Art. 28.2.g).
The IPU Financial Regulations refer once to transparency, in Rule 11.1.b
concerning procurement, without actually defining it.
Transparency is often understood as the duty to share information
–
on
programmes, decision processes and financial management
–
in real time.
-
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5.3.3.
Openness:
The ter ope ess refers to ope
the se se of a essi ilit .
ess i the ge eral se se ut also i
The term openness or opening appears 30 times in the IPU Statutes and Rules
(October 2018 version), often in the context of opening meetings or opening credits.
As defined here, the term refers to the concepts of accessibility, a range of
possibilities, tolerance, mutual understanding and new perspectives.
The IPU publication
Parliament and democracy in the twenty-first century: A guide to
good practice
IPU,
refers to the follo i g as a asi o je ti e: a parlia e t
that is ope to the atio a d tra spare t i the o du t of its usi ess
ibid,
p. 10).
The possible procedural and institutional means indicated for realizing this objective
are as follows:
Proceedings open to the public; prior information to the public on the
business before parliament; documentation available in relevant languages;
availability of user-friendly tools, for example using various media such as
the World Wide Web; the parliament should have its own public relations
officers and facilities.
Legislatio o freedo of/a ess to i for atio .
In its
World e-Parliament Report 2018,
the IPU proposes a new definition of
e-Parlia
e t, alludi g to pri iples of olla oratio , i lusi e ess, parti ipatio a d
ope ess IPU,
, p. .
The promotion of a culture of openness is referred to in various texts, including the
Declaration on Parliamentary Openness (OpeningParliament.org, 2012). In that
context, the promotion of a culture of openness entails:
easures to e sure i lusi e itize parti ipatio a d a free i il so iet ,
enable effective parliamentary monitoring and vigorously protect these
rights through its oversight role. Parliament shall also ensure that citizens
have legal recourse to enforce their right to access parliamentary
information. Parliament has an affirmative duty to promote citizen
understanding of parliamentary functioning and share good practices with
other parlia e ts to i rease ope ess a d tra spare .
(OpeningParliament.org, 2012, p. ii)
6.
6.1.
Mappi g the IPU’s urre t pra ti es
The desk review conducted on the reference documents listed in the Bibliography (see lists
1 and 2) show the IPU Secretariat as an organization that has developed solid practices for
control, transparency and accountability, described by one of the interview subjects (an
Executive Committee me
er as e e plar .
The fiduciary obligations of a structure like the Secretariat require it to comply with rules and
laws concerning financial, asset and personnel management.
The desk review and the analysis of interviews entailed greater complexity when dealing with
governance. Beyond its own rules (Statutes and statutory decisions), the existing framework
for tra spare , a ou ta ilit a d ope ess orrespo ds to the shape the Orga izatio ’s
Members have wished to give it.
6.2.
6.3.
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6.4.
The
i stitutio al literature si e the IPU’s fou di g sho s a u easi g o
it e t to
achieve greater transparency, accountability and openness. These subjects are therefore
embedded in its history, DNA and vision. By pursuing an ongoing, open discussion about
these subjects open, the IPU maintains its commitment to cutting edge transparency,
accountability and openness.
7.
7.1.
Comparisons with other organizations
The IPU enjoys a solid reputation built over 130 years of contributing to greater democracy
and to global representation through its membership. Despite its outsized impact on the
world, the IPU Secretariat employs fewer than 50 people with an annual budget of less than
CHF 16 million (see IPU, Financial results for 2018, p. 17).
A desk review of 29 policies, codes of conduct, risk management systems, etc., maintained
by comparable organizations (ILO, ICRC, IFRC, Zewo Foundation, GF, HCR, UN, WIPO, OXFAM,
IUCN)
1
identified a number of good practices, and a few gaps, in the areas covered by this
study, which provide a better insight into the policies to be reviewed or developed in order
to achieve greater transparency, accountability and openness.
7.2.
8.
8.1.
List of the main gaps identified based on comparisons with other
organizations
A orga izatio ’s poli ies, rules, statutes a d pra ti es e ol e o er ti e. The gaps o ser ed
in conducting this study can be addressed pragmatically. The following table represents an
initial outline of the main
gaps ide tified. The assig e t of risk ategories ,
2
as defined in
the IPU Risk Management Framework, published in 2013, is also proposed (see table below,
column D).
A
Area
B
Gaps observed with
recommendations
C
Comments
D
Risk categories
(according to the IPU
Risk Management
Framework)
Strategic risk and
operational risk
1
Governance Better definitions, including of
and
roles and responsibilities by
Secretariat mandate, are required
2
Secretariat
A specific policy on whistle-
blowers, including to protect
whistle-blowers and those
involved in inquiries (in the
absence of a formal internal
inquiry structure), should be
developed
Based on the existing
statutory texts, it is
necessary to
inform/educate new
parliamentarians about
their mandate, particularly
during their
integration/induction
period
Some provisions already
exist (e.g. the staff code of
conduct refers to
Ma age e t’s
responsibility (see section
2 B)
Operational risk
1
2
See list of acronyms in Annex 1.
Risk categories: Strategic, operational, financial, external/environmental (IPU Risk Management Framework, 2013, p. 5).
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3
Secretariat
A systematic review of the
policy framework, including
shelf life before revision, is
good practice
For example, revisiting
policies every five years
and rating them as
o solete , up-to-date
or i eed of updati g ,
as the case may be
Standard practice
Operational risk
4
Secretariat
Data protection policy
Operational risk
Strategic risk
Strategic risk
5
Governance The induction process and/or
kit and/or seminar for new
members should be better
communicated
It appears appropriate to
enable new members to
quickly grasp the
complexity of IPU agendas
through such an induction
process and/or kit
6
Governance A specific code of conduct for
governance is good practice
Governance A review and alignment of the
specifications of the various
governance structures is good
practice
Study the risk of
duplication between, for
example, the mandate of
the internal audit and the
Sub-Committee on Finance
The conflict of interest
aspect could be part of a
larger corpus, such as a
code of conduct
Strategic risk
7
Strategic risk
8
Governance Systematically declaring a
conflict of interest for
governance structures is good
practice
Governance A gift policy for both personnel
and governance is good
practice
Strategic risk
9
The IPU has a gift policy for Strategic risk
personnel (see 2012
Secretariat Code of
Conduct, p.5). A gift policy
for governance could be
integrated into a larger
corpus, such as a code of
conduct for governance. A
gift register should be
considered.
Assessment practices (self-
assessment, peer
assessment, independent
assessment, real-time
assessment) vary. In the
absence of an assessment
system for governance,
the first step could be self-
assessment.
Strategic risk
10 Governance The principle of self-
assessment is a classic
performance standard. A self-
assessment system for
governance (and all governing
bodies) is recommended.
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11 Governance The creation of an
independent oversight board
is good practice (see the
recommendations of the UN
Joint Inspection Unit (JIU
2019/6)).
The IPU could benefit from
such a governance tool (an
independent oversight
board) to bring together
the governance agendas
under a single entity (e.g.
finance, audit, internal
control, ethics).
Strategic risk
12 Governance Documentation protocols (in
the form of technical
factsheets or checklists) for
meetings of the governing
bodies would offer a better
service/support to the
governance.
13 Governance Protocols for governing bodies
Secretariat
Operational risk
Strategic risk
Procedures for reporting
on missions, visits and
meetings when
representing the IPU have
not been set out in
protocols (for the
governance).
Decisions on the contents
of transition packs for
governance roles
(incoming and outgoing
packs) are lacking.
Executive summaries of
Executive Committee and
Governing Council
meetings are already
available on the IPU
website.
Strategic risk
9.
9.1.
Proposed format for a Comprehensive Transparency, Accountability and
Openness Strategy
A comprehensive strategy should consist of both guiding principles and tools with which to
apply and monitor the principles (procedures, policies, statutory decisions, etc.). A
comprehensive strategy is not an action plan, which sets out specific, measurable objectives
(using indicators) to be achieved on a definite timetable and evaluated upon completion.
The IPU Comprehensive Transparency, Accountability and Openness Strategy will seek to
finely calibrate understanding of the concepts of transparency, accountability and openness.
9.2.
The IPU now has a series of rules, regulations, policies, procedures and practices concerning
accountability and openness but may still have lessons to learn from the practices of other,
similar-sized organizations in order to improve existing practices.
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9.3.
The policies, procedures, regulations and strategic frameworks described by various
organizations comparable to the IPU can be covered by two dimensions of an accountability
and transparency framework: (a) standards of conduct and (b) performance standards (see
details in Annex 3).
10. Recommendations
In light of the main gaps identified (see section 8 of this report) during the desk review and
comparative analysis with comparable organizations, and of the key aspects identified during
the interviews, the recommendation is to draw up a Comprehensive Transparency,
Accountability and Openness Strategy (see section 10.1. below) and to develop and update
a series of policies, procedures and committees according to two levels of priority (see
section 10.2 below).
10.1. Comprehensive Transparency, Accountability and Openness Strategy
It is recommended that the IPU draw up a Comprehensive Transparency, Accountability and
Openness Strategy based on existing material, by completing and updating existing
standards, policies and procedures.
In light of the expectations and suggestions voiced during the interviews, particularly with
the IPU Members, it is recommended that the Comprehensive Transparency, Accountability
and Openness Strategy be communicated using narrative and visual formats.
10.2. Policies, procedures and committees to develop or update
10.2.1. Priority level 1
-
-
Data protection policy and procedure (governance and Secretariat)
Collate governance practices in terms of representing the IPU, mission reports,
gifts, conflicts of interest, data collection, etc. into a code of conduct
(governance)
Procedure for systematically and regularly reviewing policies and procedures
(Secretariat)
Consider setting up an independent oversight board covering ethical, finance,
fraud prevention, procedural compliance and other matters.
-
-
10.2.2. Priority level 2
-
-
-
-
Review the governance support protocol in light of the digitalization of
governance (Secretariat)
Simplify the IPU Risk Management Framework (Secretariat)
Develop a self-assessment system for governance and all the governing bodies
(governance)
Establish a specific policy on whistle-blowers (Secretariat)
11. Conclusion
11.1. Issues of transparency, accountability and openness are being discussed in many
organizations and institutions, and take different forms depending on the context and
organization.
Toda ’s dis ussio s pa e the a for
specific analyses corresponding to the
various contexts.
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The publication of this report in the midst of the COVID-19 crisis raises the issue of
maintaining and strengthening transparency for example through digital governance.
Furthermore, transparency paves the way, among other things, for the paradigm of hyper-
transparency, with its pros (in terms of justice, fairness, etc.) and its risks (in terms of costs,
bureaucratization of procedures, etc.).
As for accountability, it is certainly highly codified (in statues, codes of conduct, etc.) and
opens up discussions about ethical issues, among others.
Lastly, the issue of openness leads to discussions about inclusiveness, participation and
cocreation.
11.2. The IPU already has a solid foundation of practices, policies, standards and procedures
leading to greater transparency, accountability and openness. This study has demonstrated
the IPU’s
commitment to doing what is required to update them.
11.3. This report sets out: an in-depth study of the issue raised as well as confirmation
–
during
and after the 141st IPU Assembly in Belgrade in October 2019
–
of the validity of the scope
of the study as well as the gaps identified (see interim report of 5 October 2019).
This so-
alled fi al report as prese ted to the spo sori g orga izatio o
31 March 2020.
The author of the report would like to thank the IPU for entrusting this task to her, and for
the room created for consultation, with both members of the governing bodies and
personnel based in Geneva and New York.
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12. Annex 1: List of acronyms
GF Global Fund
HCR Office of the High Commissioner for Refugees
ICRC International Committee of the Red Cross
IFRC International Federation of Red Cross and Red Crescent Societies
ILO International Labour Office
IPU Inter-Parliamentary Union
IUCN International Union for Conservation of Nature
OSCE Organization for Security and Co-operation in Europe
OWT One World Trust
UN United Nations
WIPO World Intellectual Property Organization
13. Annex 2: Bibliography
13.1. List 1: IPU documents listed in the Specifications (in chronological order)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Code of conduct for IPU personnel (IPU, 2012)
Fraud and corruption prevention and control policy (IPU, 2012)
Staff Regulations (IPU, 14.04.2014)
Financial Regulations (IPU, v.18, 31.12.2018)
Risk Management Framework (IPU, 2013)
Guidelines relating to voluntary contributions to the IPU (IPU, 23.03.2016)
Gender mainstreaming strategy (IPU, 07.10.2013)
Common principles for support to parliaments (IPU, 2014)
Monitoring and evaluation strategy (subject listed but document still in preparation and
not available at the time of this writing)
Carbon offsetting arrangements (see consolidated budget 2019, p. 7)
Accessibility policy (IPU, 14.10.2018)
Accounting policies and procedures manual (IPU, 2018)
Staff performance evaluation form (IPU, 2016)
Programme results evaluation form, preliminary version (IPU, 2019)
Parliament and democracy in the 21
st
century: Guide to good practices (IPU, 2006)
13.2. List 2: IPU Documents mentioned during the interviews or identified during the desk
review (in chronological order)
- Agreement between the Swiss Federal Council and the IPU on resolving the
orga izatio ’s legal status i S itzerla d
(1971)
- Evaluating parliament. Self-assessment tool for parliaments (IPU, 2008)
- Strategy 2017–2021 (IPU, 2016)
- Annual Report 2017 (IPU, 2017)
- Rules and practices of the Committee on the Human Rights of Parliamentarians (IPU,
2018)
- Annual Report 2018–2019 (IPU 2019)
- Freedom of expression for parliaments and parliamentarians: Importance and perimeter
of protection. Guide for parliamentarians N° 28 (IPU, 2018)
- World e-Parliament Report 2018 (IPU, 2018)
- Vision of the President of the IPU for the Organization (IPU, 2 February 2018)
- Report of the President of the 139th Assembly of the IPU and related meetings (4
October 2018)
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- Activity report of the President of the IPU
–
Evaluating the first half of the 2017–2019
biennium based on the activities conducted (IPU, 2019)
- Financial results 2018. Financial report and audited financial statements (IPU, 8 March
2019)
13.3. List 3: Other relevant documents not published by the IPU
- Parliaments, governance and accountability (ODI, 2007)
- Strengthening parliamentary accountability, citizen engagement and access to
information: A global survey of parliamentary monitoring organizations (National
Democratic Institute and World Bank Institute, 2011);
- Background study: Professional and ethical standards for parliamentarians (OSCE,
ODHIR, 2012)
- Declaration on parliamentary openness (OpeningParliament.org, 2012)
- Managing conflicts of interest: A guide for charity board members (Australian
Government, Australian Charities and Not-for-profits Commission, 2015)
13.4. List 4: Documents on the accountability frameworks of other organizations
13.4.1.
International Labour Office (ILO)
- Ethics in the Office (ILO, 2009)
- ILO accountability framework: Principal standards and mechanisms (ILO, 2010)
- Ethics Office (ILO, 2011)
- Anti-fraud and anti-corruption policy (ILO, 2017)
International Committee of the Red Cross (ICRC)
- Accountability to affected populations. ICRC institutional framework (ICRC,
2017)
International Federation of Red Cross and Red Crescent Societies (IFRC)
- Staff code of conduct (IFRC, 2007)
- Fraud and corruption prevention and control policy (IFRC, 2012)
- PMER, pocket guide (IFRC, 2012)
- Accountability and transparency plan (IFRC, 2014)
- Integrity and respect for provisions (IFRC, 2017)
- Functions of the Office of Internal Audits and Investigations, Webpage (IFRC,
2017)
- Performance and accountability, Webpage (IFRC, 2017)
- Transparency and accountability, Webpage (IFRC, 2017)
Zewo Foundation
- The 21 Zewo standards (Zewo Foundation, 2016)
Global Fund to fight AIDS, tuberculosis and malaria (GF)
- Framework document (Global Fund, 2001)
- Documents policy (Global Fund, 2007)
- Policy for the disclosure of reports issued by the Office of the Inspector
General (Global Fund, 2014)
- Office of the Inspector General, Annual Report 2018 (Global Fund, 2018)
Office of the High Commissioner for Refugees (HCR)
- Strategic framework for the prevention of fraud and corruption (HCR, 2013)
United Nations (UN)
- Standards for the conduct of the international civil service (UN, 2013)
13.4.2.
13.4.3.
13.4.4.
13.4.5.
13.4.6.
13.4.7.
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13.4.8.
One World Trust (OWT)
- Power without accountability (OWT, 2003)
- Effective accountability (OWT, 2012)
World Intellectual Property Organization (WIPO)
- Investigation procedures manual (WIPO, 2010)
- Risk tolerance statement (WIPO, 2019)
13.4.9.
13.4.10. OXFAM
-
C
ommitting to change, protecting people. Toward a more accountable Oxfam.
Final report. Independent Commission on Sexual Misconduct, Accountability
and Culture (June 2019)
13.4.11. International Union for Conservation of Nature (IUCN)
- IUCN policy to combat fraud (IUCN, 2014)
- IUCN monitoring and evaluation policy (IUCN, 2013)
- Secretariat code of conduct and ethics (IUCN, 2013)
- Code of conduct for IUCN counsellors (UICB, 2018)
14. Annex 3: Standards of conduct and performance standards
14.1. Standards of conduct: a few examples
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Strategic framework defining roles and responsibilities
Code of conduct and ethics for personnel
Code of conduct and ethics for governance
Fraud and corruption prevention and control policy
Whistle-blower and investigator protection policy
Warning systems and principles (internal or independent)
Gift policy (for personnel; for governance)
Policy on conflicts of interest (especially for procurement personnel and for governance)
Financial rules and regulations
Internal representation letter (narrative version; question-by-question version)
Procurement manual
Policies and procedures management and updating system
Role of internal audits with respect to control systems
Role of external audits with respect to control systems
Role of investigation with respect to control systems
Governance oversight framework (e.g. independent oversight and advisory board)
Transparency policy (criteria for the publication of data, reports, evaluations and audits)
Data protection policy
Carbon footprint policy
Risk management policy (risk mapping, risk registry, etc.)
Lines of defence
Continuity planning
14.2. Performance standards: a few examples
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Programme management and evaluation principles
Personnel evaluation and management principles
Governance management and evaluation principles
Principles for managing and evaluating statutory organs