Councillors found guilty can be warned, reprimanded, fined, suspended or removed from office. Government cannot address all the development needs on its own and partnerships are needed with communities, civil society and business to improve service delivery and development. Some are also scared of facing the community because report-back or consultation meetings can easily become forums for complaint and protest about problems or against non-delivery. As written in multiple other Thin Blue Line of Leadership blogs, people are policing. Councillors may be given contracts with the municipality if the council approves the decision, but if more than one quarter of the councillors object, the matter must be decided by the MEC. Diagonal accountability refers to hybrid combinations of vertical and horizontal oversight, involving direct citizen engagement within state institutions (e.g., Ackerman, 2004, Goetz and Jenkins, 2001, Isunza Vera, 2006, Paul, 1992). Voters consistently express a desire for more accountability and transparent checks and balances in city government. Between June and September 2017, we are carrying out case studies of 12 community businesses to explore some of the issues raised here and learn about the meaning, practice and challenges of community accountability. respect to social accountability, a The main principles of diagonal hierarchical relationship is generally lacking accountability are: between actor and forum, as are any formal obligations to render account. Civilian oversight, both on a policy level and for specific review of complaints and disciplinary measures, creates direct accountability that also provides the opportunity for police to learn from and build a relationship with those they serve. There is direct influence on both sides based on the amount of contact, level of communication, and strength of connection … A joint responsibility and a joint accountability between the community and law enforcement. The relationship between government and citizens is very important. They bridge three distinct practitioner communities that emerged from this new direction—those focusing on governance, on democracy, and on human rights. Report back and account to residents about council decisions, plans and budgets, Inform people of new services, tariffs, developments and policies, Involve people in partnerships for delivery, Resources, project coordination and support – IDP, community liaison and communications officers, Media – medial liaison and communications officers, Community outreach and public meetings – mayor, ward councillors, ward committees, Sectoral meetings and feedback – councillors, ward committees, community development workers (CDWs), Door-to-door work – councillors, ward committees, CDWs, Surveys – IDP office, community liaison, research officers, CDWs, The process of receiving, processing and considering petitions, Procedures for notifying the public of issues being considered by the council and a process that allows for public comment, Procedures for public meetings and hearings by councillors and officials, Regular sharing of information on the state of affairs of the municipality through consultation with community organisations and traditional leaders, Municipal roads and storm water drainage. between the police and community. 2 Abstract Accountability in community sector organisations is analysed in comparison with the public and private for-profit sectors, according to a number of variables: who is accountable (collective and individual); for … These usually reach a very small target group and will probably get a very unrepresentative response. In ethics and governance, accountability is answerability, blameworthiness, liability, and the expectation of account-giving. If councillors are full-time, they may not have any other paid employment unless they have the approval of the council. Ultimately government is accountable to citizens for decisions taken – at a macro level, at a community level and at an individual level. Without officers there is no police department and without a police department there are no officers. The relationship between supervisors and officers is the most direct accountability relationship of the three. public officials meet the public), often taking thef rm b iy nc w carrying out existing laws, rules and regula-tions. As discussed in the blog “7 Macro and 7 Micro Ways of Creating a Positive Squad Culture” it is up to the supervisor to give their squad the “gift of going second” in establishing a trust-based relationship. 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