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".
  • 3. Financial Key Stream Project
    a community that work both for a ministry and collectively for government as a whole In that way the project works across organizational boundaries to target critical positions for succession recruitment retention training and career development through mobility and other activities The nature of financial roles across government varies considerably Positions range from the financial clerk with responsibility for transactional processes to chief financial officers responsible for strategic financial and organizational management as well as specialists providing technical support and advice With this variety comes variability in terms of the knowledge required to ensure business objectives can be achieved Some of these positions require years of specialist education and on the job experience while others require people to have both technical competencies and a high level of tacit strategic knowledge In 2007 a workforce analysis for key financial positions identified trends that will significantly impact the financial capacity of government For example it identified that upwards of 850 new staff will be needed to maintain the current numbers At the same time the skills and knowledge of many financial staff were and would be sought after in the open market Challenge The B C public service was facing a significant challenge in being able to recruit retain and develop financial staff to meet future demands However the variability and breadth of financial positions made it challenging to target scarce resources to strategies that would have the greatest impact In other words the key stream project needed to identify where to focus efforts to ensure that critical technical or specialist knowledge as well as those in senior strategic positions was managed to ensure continuity and performance into the future The Practice Among other initiatives the key stream project developed a risk assessment framework to help identify the significance of potential losses

    Original URL path: http://www.bcauditor.com/book/export/html/498 (2016-02-12)
    Open archived version from archive


  • 4. Policy Community of Practice
    it made sense to reduce duplication and share resources to be more efficient There was also an identified need for analysts to increase their experiential learning As one interviewee said  â There is only so much that formal educational programs can teach you about policy work You need to learn from others who have done the job before â It was also clear that Cabinet and the deputy ministers expected more consistency in cabinet submissions and that cooperation amongst policy staff was needed The Practice To launch the CoP all ministry policy units were sent an invitation to attend It was recognized that whether an analyst was working on childcare or fish policy he or she shared basic skills with other analysts It was also recognized that there were common tools and approaches that could be shared to improve policy work across government The group met in various venues and worked to set a tone of empowerment There was space for each person to speak about his or her interests and opportunities to find issues that spanned multiple ministries Said Joy Illington â It didnâ t matter if you were an ADM or a junior policy analyst we worked

    Original URL path: http://www.bcauditor.com/book/export/html/499 (2016-02-12)
    Open archived version from archive

  • 5. Interior Health Authority
    which brought the health authority under intense scrutiny Several investigations were undertaken all in the spirit of improving decision making and building a culture of care and compassion Challenge Understanding and finding ways to truly understand and improve workplace culture is not an easy task and requires novel approaches In this particular case the environment and the decision making processes were complex Ultimately the staff managers and professionals involved needed to see the whole picture before they could find ways to improve their approaches attitudes and behaviours Different groups e g nurses and physicians had different perspectives on the countless number of interactions that occur on a day to day basis It became clear that the environment and decision making was not formulaic but dependent on circumstances In other words applying simple rules and policies was not going to solve the problems or support a change in culture The Practice  Working with an external consultant an organization development consultant within IHA collected approximately 400 stories from staff managers and various health care professionals involved They also collected stories from patients and families Each story teller was asked to analyze his or her own stories by answering a number of questions about the stories A software tool was used to help people see patterns that emerged from the stories A proxy group of approximately 60 people from a variety of backgrounds was then brought together in a large workshop where the participants collectively made sense of the data including the narratives and the patterns that the individuals had played a role in formulating The process provided physicians with key insights into the perspective of nurses when it came to care planning From this work emerged 30 action items that were â ownedâ by management staff or both jointly Some of

    Original URL path: http://www.bcauditor.com/book/export/html/500 (2016-02-12)
    Open archived version from archive

  • 6. Climate Action Team
    information required to confirm land use was located in different databases that within organizational boundaries The Practice A B C government manager who works with the Climate Action Team in the Ministry of Agriculture and Lands has built positive working relationships across organizational and jurisdictional boundaries Thus when the CFS needed to improve their inventory of land use they turned to the Climate Action Team manager This manager was also able to use standard software and technology to enhance the knowledge base of the CFS The CFS sent Geographic Information System GIS files in a Google Earth format to the team as e mail attachments to outline their areas of interest The manager set up a collaboration using Live Meeting to include CFS and ministry staff and started up Google Earth on his computer With Live Meeting the others could see the GIS e mail attachments on his screen As he clicked on each outlined area all participants could see what CFS was asking for As they spoke the manager opened map layers from sources including the GeoBC public website and layered information such as Agricultural Land Reserve lot lines and different types of ownership over the Google Earth imagery

    Original URL path: http://www.bcauditor.com/book/export/html/501 (2016-02-12)
    Open archived version from archive

  • 7. GovSpeak@Work
    or â Can you find the GLE for PHSA â can be particularly challenging For administrative staff keeping up with changes and circulating new acronyms is a time consuming task The Practice The idea came from a director in the Ministry of Finance who recognized that there were many employees keeping and updating lists of acronyms all around the provinceâ s offices Recognizing that valuable administration time was being taken

    Original URL path: http://www.bcauditor.com/book/export/html/502 (2016-02-12)
    Open archived version from archive

  • 8. Office of the Chief Information Officer – Knowledge and Information Services Branch
    develop attainable solutions The Challenge The challenge for the B C Government is in supporting policy analysts and decision makers alike in having quick and easy access to the valuable knowledge assets available both within and external to the public service For example policy makers have limited access to academic research to inform policy In addition explicit knowledge assets developed by government such as program evaluations and research policy papers may only be accessible to a particular program area or Ministry Both of these limitations can create barriers and inefficiencies in the development of evidence informed policy The Practice It was recognized that facilitating the sharing of research and policy papers on particular issues across organizational boundaries would have benefits These benefits include reducing duplication of cost and effort as well as enhancing the speed at which evidence is available for policy making To support more evidence informed policy the KIS branch has developed The Bridge a government wide on line knowledge base to support access to knowledge assets critical to good policy making The purpose of the Bridge is to link policy related publications and organizations on issues that have a significant impact on citizens and the Province The

    Original URL path: http://www.bcauditor.com/book/export/html/571 (2016-02-12)
    Open archived version from archive

  • Definitions
    each other Source BC Forest Service 2005 06 Human Capital Management Human Capital Management also referred to as Talent Management is the ongoing process that organisations use to recruit appropriately skilled and motivated employees integrate them into their organisations develop their competences and retain their commitment Source  StepStone 2010 Intellectual Capital Intellectual capital is knowledge that can be leveraged to produce value It can include the skills and knowledge an organization uses to refine its business cycle or the knowledge and skills employees apply to enhance organizational operations Irrespective of the source intellectual capital is critical to a companyâ s continued success Organizational Learning Organizational Learning is school of thought that examines the various models and theories used to explain the methods by which an organization adapts and learns Source  Argyris Schon 1978 Push Pull Capability This capability allows organizations to both absorb knowledge from others as well as communicate knowledge out Silos Organizational silos are created when units act and think independent of one another In turn information sharing is often thwarted work is commonly duplicated and individual goals are typically advanced over broader organizational ones Source  WikiAnswers n d Strategic Asset A strategic asset is a value added resource that can be used to inform decision making In this context it is the combination of explicit and tacit knowledge skills and experience which exist within staff Strategic assets are often the critical determinants that enable an organization to maintain a sustainable advantage over its competitors Source Othman n d Strategic Management of Knowledge  For the purpose of this guide we have defined the strategic management of knowledge as a systematic approach to maximizing the generation sharing and use of knowledge to support organizational learning resilience and ultimately performance Such work includes strategies tools and

    Original URL path: http://www.bcauditor.com/book/export/html/504 (2016-02-12)
    Open archived version from archive

  • Potential barriers and disincentives
    Technology related policies standards If there are no standards or people do not follow them data and information cannot be easily integrated to support decision making If employees need to get permission for long distance calls or cannot use familiar social technologies or media knowledge sharing will be hampered or will go underground Job descriptions and unions If employees are constrained to work within job descriptions or union levels self censorship or others not knowing about their expertise or controls from above opportunities for innovation and improvement may be lost Performance plans ignoring work with knowledge as an asset If employees are not rewarded for collaborative knowledge sharing behavior and they are rewarded for competitive knowledge hoarding behavior strategies will not translate to improvements Performance plans emphasizing quick decisions and following orders Knowledge develops through processes such as problem definition and meaningful conversation in no blame environments Quick decisions are important for some situations but quick decisions for the wrong actions implemented in the wrong way or at the wrong time will require extensive repair work Punishment or lack of reward If the employee who sits alone in a cubicle all day is promoted instead of the colleague who enables

    Original URL path: http://www.bcauditor.com/book/export/html/505 (2016-02-12)
    Open archived version from archive



  •