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  • Gauging the Level of Involvement
     Inform Listen COMMITMENT To Inform the public To listen to and acknowledge the public s concerns Determine the Level of Participation  Share the Objective of the Public Participation  Discuss Engage OBJECTIVE To work with the public to ensure that concerns and aspirations are understood and considered To facilitate discussions and agreements between public parties to identify common ground for action and solutions Publicize the Commitment Level Â

    Original URL path: http://www.bcauditor.com/book/export/html/399 (2016-02-12)
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  • Where Can Organizations Start in Defining Their Approach to Public Participation?
    and the decision maker commits to be influenced to a specific level that will be communicated in advance Accountability The decision maker will demonstrate that results and outcomes are consistent with the commitment that was made to stakeholder groups and the public at the outset of the initiative Inclusiveness The decision maker will make every reasonable effort to include the stakeholder groups and the public affected by the pending decision

    Original URL path: http://www.bcauditor.com/book/export/html/395 (2016-02-12)
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  • Step 1 - Determine who the decision-maker is, what the pending decision is and who will be affected.
    and identify not only organizations but also groups of people and their appropriate representatives Consider how and when the general public could be impacted by a decision and be proactive in inviting their input There are several steps in doing this identify the ultimate decision maker draft a statement describing the pending decision and list the intended and unintended effects of the decision identify the people or groups that will

    Original URL path: http://www.bcauditor.com/book/export/html/397 (2016-02-12)
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  • Leadership, Ethics and a Culture Committed to Good Public Sector Governance
    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

    Original URL path: http://www.bcauditor.com/book/export/html/410 (2016-02-12)
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  • Stakeholder Relationships (Internal and External)
    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

    Original URL path: http://www.bcauditor.com/book/export/html/411 (2016-02-12)
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  • Risk Management
    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

    Original URL path: http://www.bcauditor.com/book/export/html/412 (2016-02-12)
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  • Internal Compliance and Accountability
    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

    Original URL path: http://www.bcauditor.com/book/export/html/413 (2016-02-12)
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  • Planning and Performance Monitoring
    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

    Original URL path: http://www.bcauditor.com/book/export/html/414 (2016-02-12)
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