Accountability affects the mission Published Oct. 24, 2013 By Col. Jonathan Philebaum 512th Operations Group commander DOVER AIR FORCE BASE, Del. -- As the Air Force completed the arduous task of closing out the fiscal year, the buzzword "accountability" came to play in almost every functional area, from flying hour programs and personnel recall to inventory itemizations and balancing financial books. While there is heightened awareness during this time of year, I suggest to you we are accountable 24/7/365. While accountability remains an important concept in the Air Force, issues of poor accountability still persists. In April 1996, an AF plane carrying Secretary of Commerce Ron Brown crashed on an approach into Croatia. In 2006, critical nuclear-related missile parts, labeled as helicopter batteries, were mistakenly sent to Taiwan. In 2007, a B-52 crew mistakenly flew six nuclear weapons from Minot Air Force Base, N.D., to Barksdale AFB, La. In 2010, a review of Permanent Change of Station budget practices revealed an $87.5M violation by several general officers. These events revealed a gap between the rhetoric of accountability and actual practices as an organizational cultural problem, that is, AF members did not practice accountability for their actions despite saying that they did. The Government Accountability Office recently reinforced these concerns when they called for greater accountability within the Air Force. Literature also addresses accountability as an important factor in organizational performance. The ability of an organization to perform its mission builds on accountability. By implication, we can be more effective at our mission if we possess a solid foundation and practice of accountability. The Air Force follows joint doctrine in defining accountability as a responsibility or compulsion to document and keep an accounting of one's actions towards a particular task or assignment. In short, it's about accurate record keeping of what we are responsible for. Additional research suggests accountability can be a synonym for standard setting, role expectations, ethics, governance, morals and values, answerability, liability, responsibility, fidelity, responsiveness and obligation. Therefore, accountability is an umbrella term used by many to describe all sorts of behavior, such as responsibility, transparency, equity and integrity. Let me offer a two-pronged approach to increasing our accountability 24/7/365. One, stay focused and don't get distracted; and two, foster an environment of persistent accountability. Staying mission-focused entails knowing your mission well, including core tasks, standards, evaluation criteria and metrics; pursuing the real training you need; getting a mentor, reading the "book" such as instruction, technical order, etc.; and obtaining resources you absolutely need, not want. Additionally, avoid the cross pressures of accountability, meaning the force of more than one standard, construct or expectation that is often confusing, challenging and possibly debilitating. Find the actual measure of success and doggedly pursue it. Incorporate and promote a culture of accountability at all levels of our organization. In 2010, the AF Academy began emphasizing accountability in the AF and validating accountability was not just a serious interest, but part of the very fabric and foundation of our core values. When is the last time you experienced a "back-to-basics, re-bluing" or perhaps initiated or led such an activity? As our wing embraces the new Air Force Inspection System, we recognize we are continuously accountable for executing the mission, improving the unit, managing resources and leading people. Then, we actually move closer to being "perpetual ready" - that's our job. Ensure you're not only being accountable for your actions, but hold those around you accountable as well. We all are in need of a check and balance.