archive-com.com » COM » B » BCAUDITOR.COM

Total: 612

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • Is There More to Good Governance? | Auditor General of British Columbia
    There More to Good Governance In some ways compiling a best practices model for public sector governance is the easy part The next stage incorporating the principles in this model will be much more challenging for some While the principles involved in our good practices model may appear to be obvious and common sense considerable effort and commitment will still be required by many organizations to embed these principles in the way they conduct their business and deliver services to citizens John Doyle Auditor General of British Columbia Review and Evaluation of Governance Arrangements up Further Information Printer friendly version Managing Knowledge A guide to good practice Public Sector Governance A Guide to the Principles of Good Practice Where Should We Start How Can These Principles Be Put Into Practice How Should We Gauge our Progress and Successes Is There More to Good Governance Further Information Comments from the Auditor General and Chief Information Officer of B C What is knowledge and why is it critical to the B C public sector Self assessment guide Case studies Good ideas for managing knowledge from B C s public sector Tool kits Take the self assessment now Subscribe to alerts Notify me

    Original URL path: http://www.bcauditor.com/online/pubs/406/418 (2016-02-12)
    Open archived version from archive


  • Further Information | Auditor General of British Columbia
    practice Public Sector Governance A Guide to the Principles of Good Practice Further Information Further Information To download the full report for Public Sector Governance A Guide to the Principles of Good Practice please click here PDF 1 1MB Contact Information Office of the Auditor General of British Columbia 8 Bastion Square Victoria British Columbia V8V 1X4 250 387 6803 Is There More to Good Governance up Comments from the Auditor General and Chief Information Officer of B C Printer friendly version Managing Knowledge A guide to good practice Public Sector Governance A Guide to the Principles of Good Practice Where Should We Start How Can These Principles Be Put Into Practice How Should We Gauge our Progress and Successes Is There More to Good Governance Further Information Comments from the Auditor General and Chief Information Officer of B C What is knowledge and why is it critical to the B C public sector Self assessment guide Case studies Good ideas for managing knowledge from B C s public sector Tool kits Take the self assessment now Subscribe to alerts Notify me of new reports Notify me of new job postings I agree to receive email from the Auditor General

    Original URL path: http://www.bcauditor.com/online/pubs/406/419 (2016-02-12)
    Open archived version from archive

  • Public Sector Governance - A Guide to the Principles of Good Practice
    public sector organizations in achieving good governance and in turn obtaining stakeholder confidence Select one of the following areas to find out more Leadership Ethics and a Culture Committed to Good Public Sector Governance Leaders have clearly defined mandates and responsibilities as well as the skills knowledge and available resources to lead effectively A formal code of conduct is adopted by the organization Appropriate structures and processes are in place to ensure the organization is free of influence by prejudice bias or conflicts of interest Members of the governing body exercise leadership by conducting themselves in accordance with high standards of behavior as a role model for others in the organization Good governance flows from a shared ethos or culture with this being expressed as values and demonstrated in behaviour Stakeholder Relationships Internal and External An active and planned approach is taken to defining and understanding stakeholder relationships so they can be developed and strengthened Appropriate structures and processes are in place to measure and review the quality and effectiveness of service or product delivery to stakeholders both internal and external Clear channels of communication are established with stakeholders regarding the organization s mission roles objectives and performance Effective communication is established with stakeholders including procedures for both internal and external enquiries and complaints Information in general is shared among key players politicians public servants and other stakeholders subject to respecting the confidentiality of personal information and commercial confidences Communication to stakeholders is balanced understandable transparent and timely Accountability to stakeholders is promoted by publicizing the identity of the members of the governing body together with information about how and why they came to be appointed Clear management processes are established and documented Risk Management The system is based on a clear understanding of the organization s objectives Key strategic operational and financial risks associated with the organization s objectives are identified and assessed appropriate responses e g implementing internal controls are determined and assurance is provided that the chosen responses are effective Risks are monitored and the responses are evaluated The effectiveness of the risk management system is reported publicly referring explicitly to the governing body that holds responsibility for the system The risk management system considers the full range of the organization s activities and responsibilities and continuously checks that various good management disciplines are in place Internal Compliance and Accountability Staff s roles responsibilities and accountabilities and how those relate to the rest of the organization are clearly defined A strong internal control environment with processes and measures that are aligned with the external accountability framework is created Actions already completed are reported and discussed and stakeholder input is sought to help plan and carry out new activities Staff are held accountable to the governing body but the governing body s responsibilities to staff are also acknowledged Clear policy is implemented on when and how the governing body will consult and involve staff and their representatives in decision making Planning and Performance Monitoring A clear statement of

    Original URL path: http://www.bcauditor.com/book/export/html/406 (2016-02-12)
    Open archived version from archive

  • Comments from the Auditor General and Chief Information Officer of B.C. | Auditor General of British Columbia
    assessment tool to increase awareness in B C s public sector of the importance of thinking of knowledge as a strategic asset and assist organizations in gauging their current level of capability in managing knowledge and to take steps to achieve excellence in this area I would like to acknowledge the many public sector managers and employees who contributed to this work especially the Office of the Chief Information Officer and the BC Forest Service The project team encountered many enthusiastic B C public sector leaders from all levels who provided us with valuable input and good ideas which can be seen throughout the website This guide provides a mechanism to share these good ideas and success stories to influence improvement in areas where knowledge may not be effectively managed To support effective and accountable government my Office will have a continued interest in the management of knowledge We expect to use this resource to help us evaluate the knowledge management capability of organizations In keeping with the nature of good knowledge related practices this project is completely web based a new reporting format for this Office Given that managing knowledge is a continuous process publishing this report solely on the web enables us to adapt the content continuously I hope you enjoy the interactivity of the report and make full use of the self assessment guide to lead your office s management of knowledge John Doyle MBA CA Comments from B C s Chief Information Officer I would like to thank the Office of the Auditor General for developing the guide to good practices Knowledge is a strategic asset and the effective management of knowledge is an important consideration for organizations as they work to meet the future challenges of our changing workforce and working environment As British Columbia

    Original URL path: http://www.bcauditor.com/online/pubs/552/572 (2016-02-12)
    Open archived version from archive

  • What is knowledge and why is it critical to the B.C. public sector? | Auditor General of British Columbia
    critical to the B C public sector This section is a good starting point for users who are not familiar with the concept of knowledge and its management It will define knowledge and identify the categories of knowledge provide an explanation of why knowledge is critical to the B C public sector and provide an overview of the strategic management of knowledge What do we mean by knowledge Categories of knowledge Why think of knowledge as a strategic asset What is the strategic management of knowledge Comments from the Auditor General and Chief Information Officer of B C up What do we mean by knowledge Printer friendly version Managing Knowledge A guide to good practice Public Sector Governance A Guide to the Principles of Good Practice Comments from the Auditor General and Chief Information Officer of B C What is knowledge and why is it critical to the B C public sector What do we mean by knowledge Categories of knowledge Why think of knowledge as a strategic asset What is the strategic management of knowledge Self assessment guide Case studies Good ideas for managing knowledge from B C s public sector Tool kits Take the self assessment now Subscribe

    Original URL path: http://www.bcauditor.com/online/pubs/552/478 (2016-02-12)
    Open archived version from archive

  • Self-assessment guide | Auditor General of British Columbia
    the capability model provides a means for organizations to gauge their level of maturity in managing knowledge We recommend that this guide be reviewed prior to taking the interactive self assessment The self assessment guide is based on several similar tools designed by successful public and private sector organizations and has been developed with feedback from across the BC public sector However no single method can be applied in all contexts Because the nature of work varies from organization to organization certain elements may be more important for some agencies than others Customization of the self assessment tool is also appropriate For example if a work group does repeatable predictable work that lends itself to standard operating procedures emphasis on documentation storage and retrieval of information is important If work in another unit is complex and relatively unpredictable involving many interactions and systems peer to peer and community approaches will be effective And in another unit a specific program may not have control over all elements within the matrix so it will be important for the unit to focus on the elements that fall within its span of control Thus each organization will have its own distinctive path that unfolds as success is experienced and supported counter productive activity is discouraged and learning occurs as a result of setbacks and failures Steps in conducting the self assessment The capability model The maturity matrix How the guide was developed What is the strategic management of knowledge up Steps in conducting the self assessment Printer friendly version Managing Knowledge A guide to good practice Public Sector Governance A Guide to the Principles of Good Practice Comments from the Auditor General and Chief Information Officer of B C What is knowledge and why is it critical to the B C public sector Self

    Original URL path: http://www.bcauditor.com/online/pubs/552/553 (2016-02-12)
    Open archived version from archive

  • Case studies | Auditor General of British Columbia
    Service and BP formerly known as British Petroleum provide two case studies one in the public sector the other in the private sector of how similar knowledge management concepts and tools can be applied in different settings Note We did not conduct a full review or audit of either of these entities to learn about their knowledge management practices Rather we describe their practices as relayed to us through secondary source research and in the case of the BC Forest Service through ministry documentation and discussions with staff The BC Forest Service Mobilizing knowledge in a complex and unpredictable environment BP Knowledge mobilized across silos to support success How the guide was developed up The BC Forest Service Mobilizing knowledge in a complex and unpredictable environment Printer friendly version Managing Knowledge A guide to good practice Public Sector Governance A Guide to the Principles of Good Practice Comments from the Auditor General and Chief Information Officer of B C What is knowledge and why is it critical to the B C public sector Self assessment guide Case studies The BC Forest Service Mobilizing knowledge in a complex and unpredictable environment BP Knowledge mobilized across silos to support success Good ideas

    Original URL path: http://www.bcauditor.com/online/pubs/552/479 (2016-02-12)
    Open archived version from archive

  • Good ideas for managing knowledge from B.C.'s public sector | Auditor General of British Columbia
    and use that may be appropriate to your organization Note We have not evaluated the effectiveness or utility of these practices ourselves These were volunteered by individuals we interviewed at all levels as actions that they believed were working well or particular projects that they were proud of related to knowledge generation sharing and learning 1 Ministry of Housing and Social Development Review Boards 2 Ministry of Transportation 3 Financial Key Stream Project 4 Policy Community of Practice 5 Interior Health Authority 6 Climate Action Team 7 GovSpeak Work 8 Office of the Chief Information Officer Knowledge and Information Services Branch BP Knowledge mobilized across silos to support success up 1 Ministry of Housing and Social Development Review Boards Printer friendly version Managing Knowledge A guide to good practice Public Sector Governance A Guide to the Principles of Good Practice Comments from the Auditor General and Chief Information Officer of B C What is knowledge and why is it critical to the B C public sector Self assessment guide Case studies Good ideas for managing knowledge from B C s public sector 1 Ministry of Housing and Social Development Review Boards 2 Ministry of Transportation 3 Financial Key Stream Project

    Original URL path: http://www.bcauditor.com/online/pubs/552/480 (2016-02-12)
    Open archived version from archive



  •