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  • Internal Compliance and Accountability | Auditor General of British Columbia
    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 Risk Management up Planning and Performance Monitoring 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 Leadership Ethics and a Culture Committed to Good Public Sector Governance Stakeholder Relationships Internal and External Risk Management Internal Compliance and Accountability Planning and Performance Monitoring External Compliance and Accountability Information and Decision Support Review and Evaluation of Governance Arrangements 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

    Original URL path: http://www.bcauditor.com/online/pubs/406/413 (2016-02-12)
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  • Planning and Performance Monitoring | Auditor General of British Columbia
    is used as a basis for planning Appropriate structures and processes are in place to monitor financial and non financial performance against the organization s plan Financial and non financial performance measures are reported Suitable and practical performance measures are used as management and accountability tools The quality of service for users is measured and such information is made available as necessary to review service quality effectively and regularly Internal Compliance and Accountability up External Compliance and Accountability 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 Leadership Ethics and a Culture Committed to Good Public Sector Governance Stakeholder Relationships Internal and External Risk Management Internal Compliance and Accountability Planning and Performance Monitoring External Compliance and Accountability Information and Decision Support Review and Evaluation of Governance Arrangements 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

    Original URL path: http://www.bcauditor.com/online/pubs/406/414 (2016-02-12)
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  • External Compliance and Accountability | Auditor General of British Columbia
    with and meet external accountabilities An annual report including financial statements is published on a timely basis that presents an objective balanced and understandable account along with an assessment of the organization s activities achievements financial position and performance prospects A statement is published on whether or not standards or codes of governance have been adopted This statement should identify the standards or codes adopted whether compliance has been achieved with them and if not in what respect there has not been compliance and why The interest and confidence of the public and service users are encouraged and maintained through relationship and dialogue building The organization as a whole seeks and welcomes feedback and responds quickly and responsibly to comments The organization has a clear policy on the types of issues on which it will consult or engage the public and service users and clearly explains how it will use the input received in decision making and how it will report back on these decisions Relationships with the leaders of other organizations are formed and maintained as a foundation for effective working relationships at operational and strategic levels Planning and Performance Monitoring up Information and Decision Support 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 Leadership Ethics and a Culture Committed to Good Public Sector Governance Stakeholder Relationships Internal and External Risk Management Internal Compliance and Accountability Planning and Performance Monitoring External Compliance and Accountability Information and Decision Support Review and Evaluation of Governance Arrangements Is There More to Good Governance Further Information Comments from the Auditor General and Chief Information Officer of B C What is

    Original URL path: http://www.bcauditor.com/online/pubs/406/415 (2016-02-12)
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  • Information and Decision Support | Auditor General of British Columbia
    organizational decisions The organization develops strong and robust record keeping and file management systems Clear objectives are stated for decisions Information is tailored to the functions of the governing body Information is directly relevant to the decisions the governing body has to make is timely and objective and gives clear explanations of technical issues and their implications Professional advice on legal and financial matters is taken and used appropriately in decision making and elsewhere throughout the organization The organization s resources are used to provide the information and advice that is needed for good governance External Compliance and Accountability up Review and Evaluation of Governance Arrangements 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 Leadership Ethics and a Culture Committed to Good Public Sector Governance Stakeholder Relationships Internal and External Risk Management Internal Compliance and Accountability Planning and Performance Monitoring External Compliance and Accountability Information and Decision Support Review and Evaluation of Governance Arrangements Is There More to Good Governance Further Information Comments from the Auditor General

    Original URL path: http://www.bcauditor.com/online/pubs/406/416 (2016-02-12)
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  • Review and Evaluation of Governance Arrangements | Auditor General of British Columbia
    Reviews and evaluations are carried out on an ongoing basis and led internally As well external reviews should be completed at intervals to give the organization the benefit of outside objectivity and expertise Controls are reviewed as part of a continuous improvement process Risks are monitored and evaluated constantly and programs and procedures are established to address these risks Information and Decision Support up Is There More to Good Governance 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 Leadership Ethics and a Culture Committed to Good Public Sector Governance Stakeholder Relationships Internal and External Risk Management Internal Compliance and Accountability Planning and Performance Monitoring External Compliance and Accountability Information and Decision Support Review and Evaluation of Governance Arrangements 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

    Original URL path: http://www.bcauditor.com/online/pubs/406/417 (2016-02-12)
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  • How Should We Gauge our Progress and Successes?
    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 the organization s purpose is in place which is used as a basis for planning Appropriate structures and processes are in place to monitor financial and non financial performance against the organization s plan Financial and non financial performance measures are reported Suitable and practical performance measures are used as management and accountability tools The quality of service for users is measured and such information is made available as necessary to review service quality effectively and regularly External Compliance and Accountability A clear understanding exists of external stakeholder institutions and the organization s responsibilities and means of accounting to them Strong and robust organizational structures and processes are in place to comply with and meet external accountabilities An annual report including financial statements is published on a timely basis that presents an objective balanced and understandable account along with an assessment of the organization s activities achievements financial position and performance prospects A statement is published on whether or not standards or codes of governance have been adopted This statement should identify the standards or codes adopted whether compliance has been achieved with them and if not in what respect there has not been compliance and why The interest and confidence of the public and service users are encouraged and maintained through relationship and dialogue building The organization as a whole seeks and welcomes feedback and

    Original URL path: http://www.bcauditor.com/book/export/html/409 (2016-02-12)
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  • Where Should We Start? | Auditor General of British Columbia
    to good practice Public Sector Governance A Guide to the Principles of Good Practice Where Should We Start Where Should We Start Good governance is underpinned by five core principles An organization that uses good governance is one that always in word and action demonstrates accountability leadership integrity stewardship and transparency the A L I S T Public Sector Governance A Guide to the Principles of Good Practice up How Can These Principles Be Put Into Practice 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 of BC

    Original URL path: http://www.bcauditor.com/online/pubs/406/407 (2016-02-12)
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  • Is There More to Good Governance?
    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

    Original URL path: http://www.bcauditor.com/book/export/html/418 (2016-02-12)
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