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Shared Accountability

Creating a Culture Where Truth Reigns
Peter O'Donnell | posted 11/02/2007
This article provided by the Engstrom Institute

As Arnold Cooper opened the letter from the foundation that funded Hope for the City's[1] largest ministry initiative, he wondered, "What now?" He'd been waiting for this letter since a brief phone conversation with the foundation's director two days ago—a conversation devoid of the usual relaxed, friendly banter he'd come to expect from their infrequent contacts. All she said was that a letter was in the mail, and that she wanted a meeting with Arnold and his board chair as soon as possible. This couldn't be good news, yet Arnold had no idea what was coming.

His heart sank as he read of the foundation's decision to terminate funding after only two years of a proposed five-year project. While lacking in details, the letter cited three main reasons for the decision: failure to meet key deliverables, administrative and financial management shortcomings, and a perceived lack of open, honest communication concerning the project's growing list of problems.

Arnold angrily tossed the letter ...