Bryan Shane, senior partner, started BPC Management Consultants (www.bpcgallery.com) in 1983, several years after completing his master’s degree in administration at the University of Ottawa.
Since then, he has successfully consulted with public and non-profit organizations to improve their ability to develop better decision-making practices. He has earned his reputation as a governance specialist and performance measurement expert. Other roles include mentor, coach and author.
With Patricia, his wife and business partner, he has published 21 articles on governance, performance measurement and other business transformation best practices in professional journals. The use of these proprietary approaches has saved the public sector millions of dollars, improved client service, promoted streamlined/transparent decision making and enabled the effective expenditure of public sector funds.
Patricia Lafferty taught public school for twelve years prior to obtaining her master’s degree in administration from the University of Ottawa, where she met Bryan—her husband, best friend, and business partner.
After university, she consulted with system engineers, analysts and programmers to develop one of the world’s first integrated office automation systems.
For the past 20 years, she has served as a senior project executive and management consultant to both private industry and the Canadian federal government. Her areas of expertise are governance development, strategic and business planning, and human systems intervention.
Bryan and Patricia have perfected the proprietary approach to business governance transformation known as the 3P Approach to Governance. This approach has been implemented as a best practice and successfully used by multiple clients over the past 25 years.
Public and not-for-profit organizations at all levels are certainly dedicated to ensuring their programs and services are affordable, accessible and responsive to the needs of their clients. However, based upon professional experience over the past 30 years, dysfunctional governance practices directly contribute to their inability to achieve these objectives, as documented in auditor reports at the local, regional and federal levels.
In fact, poor governance practices are common in many public sector organizations. These practices include: time consuming/cumbersome decision-making, overlaps/duplications of programs/services, lack of transparency, inability to resolve important issues, disruption of ongoing operations, and the lack of organizational policies/guidelines.
These governance characteristics lead to poor quality services, cost overruns (especially in IT Projects), the inability to identify or take advantage of business opportunities/best practices and poor morale/productivity among employees.
The 3P Approach to Governance addresses these governance issues by providing a step-by-step formula to build and/or improve governance regimes with all its attendant benefits. This approach builds commitment and support of management and staff at each stage of the development process. As a result, the success rate of the 3P Governance System, to develop or improve existing governance regimes, is extremely high.The step-by-step approach, also conveys a graduated yet purposeful progression to the development of a governance regime. Further, it allows it to be tailored to the rate of learning and growth in the particular organization. Each step must be completed and approved before moving onto the next. This builds both understanding and commitment from the top and down through the organization to what can be perceived as a highly threatening project.Within each step, a process-oriented approach (POA) is employed including the use of structured interviews, ’straw dogs’ and facilitation.
The POA refines the governance approach based on the unique requirements of the organization and breaks down individual and group resistance to change.
This 3P Governance Approach is relatively inexpensive to develop and implement, with costs ranging from 1-2 percent of the salary budget. This number is based upon actual use of the Governance System in many different environments. In so many instances in the public and not-for-profit sectors, governance practices characterized by inconsistent, idiosyncratic, personalized approaches to decision making, often rely solely on the human dynamics within senior or executive level committees.
In other words, there is no set of governance best practices upon which to lay a foundation for effective decision-making. It is not an exaggeration to say that if poor governance practices are not recognized nor identified, then very quickly the organization will not be able to tell the difference between successful governance and poor governance. By not dealing with ineffective governance, the organization and the people within it are contributing to its perpetuation. By not dealing with it, the organization loses the ability to reward success and instead perpetuates continued failures.
This book, The 3P Approach to Governance: Principles, Process and Performance -- A Diagnostic Approach to Governance in the Public and Not-for-Profit Sectors, provides: A model to understand the 5 components of governance: principles, structure, process, evaluation criteria and inclusion/exclusion criteria.
Using these components you will come to understand the dynamics of organizational decision-making as it applies to any public or not-for-profit organization.
Finally, a set of best practices to ensure the 3P approach to governance becomes a self-sustaining component of the organization.
Finally, a practical book on how to spend government money wisely.