The role of the policy analyst as a public servant is to present senior leaders with information and data analysis on pubic policy issues. By presenting facts and clearly articulating options, decision makers can make the most informed conclusion on the direction of the policy problem. As policy analysts hold power over how and what data is presented, they need to be mindful of ethics and present the data in an honest and authentic way.

In some cases, visual rhetoric may be used for persuasive presentation. Infographics and other data visualization tools can be employed for a number of ways to communicate to decision makers.

When presenting data in a visual rhetoric, analysts must be careful as the data could be altered, intentionally (manipulated) or unintentionally, in order to fit the format. When trying to create infographics and using other data visualization tools, there are instances where data must be cleaned and ultimately removed. In doing so, there is an opportunity to provide an inaccurate interpretation. If a policy analyst is presenting a data visualization to a decision maker, they must clearly articulate the data set used and any limitations the data may contain. If not, the data can be manipulated to favor a particular course of action.

This does not mean that policy analysts must avoid data visualization techniques and stick to the neutral presentation of facts but rather they must find a balance to ensure they are presenting decision makers with all the information available. This includes using proper descriptive words to communicate uncertainty and thoroughly explaining any limitations in the narrative.

Please click on the link below to visit my data visualization on the Education and Employment Gap Between Indigenous and non-Indigenous Canadians.

https://datastudio.google.com/s/gTWlzZY5AOk

 

What does “a 70% chance of winning” or a “a one-in-five hundred year event” have in common? They are probabilities – which is how likely something is to happen. Events may or may not happen, but public policy analysts need to be aware of the potential for these events to happen, and can do so by better understanding risk assessment and risk management.

When we talk about understanding what probability is, a very simple explanation is flipping a coin once. It can either be heads or tails, both outcomes have a 50% chance of happening. But, we all know that if you flip a coin twice – you may get two tails, two tails or one head or one tail. No matter the outcome you experience, the probability is still 50%.

When talking about “a one-in-five hundred year event”, it is not referencing that every 500 years this particular event will happen. What it does mean is that there is a 1 in 500 chance each year that the event will happen. Statements like this can be very misleading for the public, as people may think that that the event is so unlikely to happen, that planning for it would be a waste of time. As we are seeing more and more large scale environmental disasters, perhaps it is time to pay more attention to risk assessment and risk management, especially in public policy.

Those who work in public policy must be aware of all the risks involved – not all risks can be eliminated but by being able to recognize what the risks are, you can begin to identify potential solutions. A good way of determining future events is examining past data and statistics. As well, the development of an environmental scan is helpful when it comes to identifying potential trends and to see what the future may look like using statistical analysis and forecasting. There are many instances where government could not plan for the impact of events because they were not even an option at the time e.g. legalization of cannabis or vaping.

For my latest assignment, I was tasked with using the concept of the UNDP Human Development Index to create my own “Wellbeing Index”. Using the HDI Public Data Explorer, I isolated three indicators. I downloaded the indicators for 2015 from here. The dimensions and data sets are shown below.

Dimension                                                Data
Education                                                   Expected Years of Schooling
Health                                                         Current Health Expenditures % of GDP
Work, Employment + Vulnerability     Employment to Population Ratio

The data sets for 2015 were downloaded and using a formula, I found the dimension index for each of the data sets.

Dimension index =        actual value – minimum value
                                           —————————————————
                                          maximum value – minimum value

From that, I aggregated the dimensional indices and calculated the geomean to produce my own “Wellness Index”.

For the education dimension, I chose the expected years of schooling because I thought that countries that would put emphasis on education would produce better outcomes for their residents. The health dimension I selected current health expenditures % of GDP as I felt that that showed that countries take of  their citizens. For the work, employment + vulnerability dimension I picked employment to population ratio because I thought that if there are high numbers of citizens working, they are hopefully able to provide a higher quality of life for themselves and their families.

 

Rankings
Wellbeing Index	HDI Index
1. United States	1. Norway
2. Australia	2. Switzerland
3. Iceland	3. Australia
4. Switzerland	4. Ireland
5. New Zealand	5. Germany
6. Netherlands	6. Iceland
7. Sweden	7. Hong Kong
8. Denmark	8. Sweden
9. Norway	9. Singapore
10. Germany	10. Netherlands

The above chart displays my Wellbeing Index versus the HDI Index. While they share some similarities in the top 10, I found it interesting (and a little disappointing) that United States was #1 on my list but #13 in the HDI ranking. Something I found surprising is that Canada failed to make the top 10 on either list.

Thanks for reading – have a great day! 🙂

 

 

For an assignment based on online scenario or simulation tools, I was tasked with playing the Uber game and writing a blog post about the experience. The game can be found here https://ig.ft.com/uber-game/.

The idea of the game is that you are trying to make $1000 in a week as an Uber driver. The game is all about choices and you start off by choosing a car and additional features. Each are associated with a different cost value.

As the game progresses, you are presented with a number of scenarios. This includes things such as: trying to get a bonus by completing a set amount of rides, whether to allow passengers with food in the car, keep working when you are tired, and choosing to work over attending a birthday party. Throughout the game, you are given updates such as the amount of rides and what you have earned. The below screen shot was a choice to go to the stadium after a game had ended or continue picking up fares in my area.

I was then presented with a customer who insisted I drop her off in a no stopping zone.

I declined and was given a bad rating but, I may have received a ticket which would cost more than a poor rating from one customer. There are consequences to which ever choice you make, although it is not clear if they will be good or bad until you have made them.

In the above scene, I chose to report a dent in my car. It turned out to be the wrong choice as my account was deactivated until my car was repaired or, in my case, rented another vehicle.

The game is well designed and I was so into playing it, that there were many choices that I did not capture by screen shot. I reminded me of a choose your own adventure book from when I was a kid. The next few screen shots show my progress and although I was not successful in making my goal of $1000, I realize now how little an Uber driver makes based on number of hours worked.

Governments have typically been slow to embrace the sharing economy, for example Regina has only recently allowed Uber to operate. I believe governments should want to get involved in the regulation of such business models as they will only increase in number. As citizens become more aware of options and wish to access goods/services in a more environmentally conscious way, the sharing economy is a new way to do business.

An interesting public policy problem that could be addressed through a simulation tool would be trying to access health services in Saskatchewan. This tool would be helpful to increase awareness of how hard accessing services can be for some populations. It would also be helpful for policy makers to see how different populations are affected when a health issue arises and how best to help citizens access services. It could be a similar model to the Uber game and include data such as: having a certain medical condition, living in a rural area, having to travel to see different specialists, medication costs and availability, having children to care for, transportation needs, housing costs, and only having income from disability payments or social assistance.

Did you know that the University of Regina annually publishes the salaries of employees who have a total salary of $100,000 or more? You will after you read this post!

This blog post will contain statistical analysis of the employee data provided in 2018 and 2019 from the University of Regina of employees who earned above $100,000. It will also include information regarding variables that are not included but would add richness to the data set and lastly, it will address a few points related to transparency and accountability.

Why might you want to know who are the top earners at the university? If you are paying tuition at the University of Regina, a tax payer or donor, you may wonder where your money is going.

Following the link here JSGS 807 Assignment 1 Felice McKay FInal, you will find a spreadsheet that includes the 2018-19 Salary data set. Included in the excel spreadsheet are my own calculations and a list of items that I think would make the data set more interesting and allow for deeper analysis of the data.

The spreadsheet is set up in a very easy to read format, the letters below corresponds to the columns in the spreadsheet.

A – Last Name

B – First Name

C – 2018 Salary

D – 2019 Salary

E – 2018 Administrative/Research Stipend

F – 2019 Administrative/Research Stipend

G – 2018 Market Supplement

H – 2019 Market Supplement

I – 2018 Total

J – 2019 Total

The Collective Agreement for the University of Regina 2017-2021 can found here and from this document, the below information on salary, stipends and supplements was summarized.

Salaries are based upon the title/rank of the employee and have a floor (base) rate of pay and may include annual increments. The increment values vary in number (ceiling) as well as amounts. There also may be increases for merit (positive performance review) but again, this is not standard across all employee classifications.

Stipends are used to supplement salaries. There appear to be a number of reasons for stipends at the University of Regina and include: overload; course developers; travel costs; professional expenses; and, department heads. These again are dependent on a number of factors such as title and faculty.

Market supplements are used to supplement salary and to retain current staff or recruit new staff.

Let’s now get into the interesting stuff – looking into the numbers!

Before starting the analysis of the data, the data was checked for any arithmetic errors. One discrepancy was noted and is highlighted yellow. In this case, the 2019 salary and 2019 total salary (which includes stipends and supplements) is different by $3,558. This error was interesting to note, because one would think that accounting/audit procedures would be able to catch a simple addition error, especially in a publicly released document. While it is a simple error, it does cast doubt on the accuracy of the reported data.

Combined in both years, there were 504 staff who surpassed $100,00 in total salary – which includes stipends and supplements. In 2018, there were 467 employees that made over $100,000 and in 504 employees in 2019. While this does show that there is a growth rate of 9.4% in amount of salaries paid in 2019, it is show an increase of 4.9% in number of employees who were paid over $100,000.

By sorting the data, I was able to find that there were 36 staff not show on the 2019 data and 73 staff not shown in the 2018 data. This could be that they were not employed by the university in that calendar year, took a leave or were newly hired. The biggest reason why more I believe more staff are listed in 2019 is that with annual increments, the $100,000 threshold is surpassed more often.

Let’s begin by looking at some measures of central tendency. From 2018 to 2019, the total salaries shown increased by $5,941,454 to $69,297,212.

Both the minimum increased from $100,007 to $101,196 and the maximum increased from $366,998 to $388,025. The average for 2018 was $135,473 and $137,316 for 2019. The data shows a skewness of 2, which is high and reflects the large variations in the data set which is evident in the range.

Any interesting note on the stipends – though they increased in numbers, average and maximum amount, the minimum amount actually decreased from 2018 to 2019. For supplements in both years, all were increased in number, average, minimum and maximum.

With the addition of certain variables, the data that was reported could show a much better picture of the composition of the University staff. For one, it only lists the employees at the University of Regina who made over $100,000 and does not the staff from the affiliated colleges or all staff employed. It is hard to get an accurate picture of what staff costs really are.

There are variables that I would have liked to see listed such as the salary, stipend and supplements in at least two additional years, 2017 and 2016. Having this data would allow one to make the identification of trends and project expenses. Other variables that could be included are: noting the employees title and faculty if they are administration; years of employment at the university; stipend and supplement type; the high earners at the affiliated colleges; whether they are visiting; type of employment – full time or reduced time; diversity factors – gender, First Nations or Métis, newcomer, and disability. All these variables would add to the richness of the data and show the real picture of the University of Regina staff who earn over $100,000. As releasing that information along side name would be divulging personal information but by removing names and identifying factors, the information could be reported in a separate format.

Transparency and Open Government

I believe that publishing the salary of University of Regina staff online is an appropriate balance of the public’s’ right to know and privacy. As an entity that receives government money collected from Saskatchewan tax payers – it should be reported. All Government of Saskatchewan employees’ names and salaries are reported annually and there is no threshold to that data. I believe this serves the public interest because having the information available online makes it accessible, shows transparency and I feel increases accountability. It is noted that “This listing may exclude certain salaries of $100,000 or greater where such disclosure could threaten the safety of an individual”. That is a piece that is not clear to me, and I am unsure of what type of circumstances that would cover. I do not believe that publishing the salary would be worth the harm of anyone. It does make one wonder what the policy around non-reporting is and, what conditions need to be met so that your information is kept confidential. If there are such exemptions, they too could be reported but in a different format which removes names.

Thank you for taking the time to read my blog post. Have a great day! 😊

Statistical analysis is important for good policy making for many reasons. First, it can provide a snap shot of real time. Having access to current statistics will allow for policy analysts to be able to find the real root of the problem more efficiently and identify priorities. They will have access to past data and trends overtime and be able to make projections to plan for the future.

Secondly, statistical analysis can allow the data to direct the policy and resources in order to make the greatest impact. When faced with an issue or challenge, there tend to be a number of factors that could be addressed. If there is good statistical data available, it can be interpreted and used as the foundation for an evidence based policy recommendation.

With the advancement of information technology, every year the ability to collect, manipulate and display data is becoming easier and less costly. Being able to take the data and make in consumer friendly allows for policy analysts to tell a story quickly, which is important when communicating to senior officials or members of the public.

For effective public administration, data is used for planning, management and evaluation. Being able to evaluate a policy or program, readjust as needed and continue monitoring is an important part of the process. This cycle is used for strategic and project plans at many levels throughout government when trying to determine the effectiveness of a policy or program.

By using and reporting statistical analysis, government can show transparency and accountability to the public. Each year, governments publish annual reports and plans which show the direction and results of tax dollars.

 

 

 

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Introduction

Success in the knowledge economy comes to those who know themselves – their strengths, their values, and how they best perform.

You need to cultivate a deep understanding of yourself – not only what your strengths and weakness are but also how you learn; how you work with others; what your values are; and, where you can make the greatest contribution.

Achieving true excellence comes from when you operate from strengths.

You will have to learn to manage and develop yourself.

Key Points and Areas of Discussion

1.What are my strengths?

2. How do I perform?

3. What are my values?

4. Where do I belong?

5. What should I contribute?

6. Responsibility for relationships

7. The second half of your life

What are my strengths?

Discover your strengths by feedback analysis.

­Q. How do you do that?

A. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the results with your expectations.

This approach will show you within 2-3 years: what you are doing or failing to do; where you are not particularly competent; and, where you have no strengths and cannot perform.

Several implications for action follow from the feedback analysis process.

1. Concentrate on your strengths – put yourself where your strengths can produce results.

2. Work on improving your strengths.

3. Discover where your intellectual arrogance is causing disabling ignorance and overcome it.

Feedback analysis will also show your bad habits, which you must work to remedy. It is important to identify the things you do or fail to do that inhibit your effectiveness and performance. Such as:

• Lack of manners – simple things like “please/thank you” and building relationships with others.
• Comparing expectations with results can indicate what not to do, especially in the areas where you have no talent or skill.
• Energy, resources, and time should go instead to making a competent person into a star performer.

How do I perform?

This may be an even more important question than “what are my strengths?”

While these are unique and a matter of personality there are a few common personality traits that usually determine how a person performs.

• Such as: Am I a reader or a listener? How do I learn?
• Other important questions to ask include: Do I perform well under stress? Do I need a highly structured and predicable environment? Do I work best in a big organization or a small one?

Key takeaways: Do not try to change yourself – you are unlikely to succeed and work to improve the way you perform.

What are my values?

This is not a question of ethics – referred to as the “mirror test.”

Ethics required that you ask yourself, what kind of person do I want to see in the mirror in the morning? What is ethical behavior in one kind of organization or situation is not ethical behavior in another. But ethics is only part of a value system – especially of an organization ‘s value system.

To work in an organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to nonperformance. Values, in other words, are and should be the ultimate test.

Where do I belong?

By time you are in your mid-twenties you should know the answers to the three questions: What are my strengths? How do I perform? And, What are my values?

From this, you can and should decide where you belong. Or rather, you should be able to decide where you do not belong.

Knowing the answer to these questions enables a person to say yes to an opportunity, offer, or an assignment but to add how it should be structured in order to get the maximum results based on their traits.

Successful careers are not planned. They develop when people are prepared from opportunities because they know their strengths, their method of work, and their values.

Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer.

What should I contribute?

Knowledge workers in particular have to learn to ask a question that has not been asked before: What should my contribution be?

To answer it, they must address three distinct elements:

1. What does the situation require?
2. How can I make the greatest contribution to what needs to be done?
3. What results have to be achieved to make a difference?

Do not plan too far ahead  – approximately 18 months to be reasonably clear and specific.

So the question in most cases should be, where and how can I achieve results that will make a difference within the next year and a half? The answer must include the following:

1. Results should be hard to achieve—they should require stretching but should be within reach.
2. Results should be meaningful – they should make a difference.
3. Results should be visible and, if at all possible, measurable.

With these answers, there will be a course of action: what to do, where and how to start, and what goals and deadlines to set.

Responsibility for Relationships

Very few people work by themselves and achieve results by themselves. Most people work with others and are effective with other people. That is true whether they are members of an organization or independently employed.

Managing yourself requires taking responsibility for relationships. This has two parts.

1. The first is to accept the fact that other people are as much individuals as you yourself are. To be effective, therefore, you have to know the strengths, the performance modes, and the values of your coworkers. This aspect is often overlooked and you should understand the people you work with so you can make the best use of their strengths, their ways of working, and their values.

2. The second part of relationship responsibility is taking responsibility for communication.

Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity.

Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity.

The Second Half of Your Life

Avoiding the “Midlife Crisis” – boredom. That is why managing oneself increasingly leads one to begin a second career.

There are three ways to develop a second career:

1. The first is actually to start one – moving organizations or changing line of work.

2. Prepare for the second half of your life is to develop a parallel career – same line of work but in non-profit.

3. Be a social entrepreneur – continue what you are doing but do it less.

People who manage the second half of their lives may always be a minority. There is one prerequisite for managing the second half of your life – you must begin long before you enter it.

How is the applicable in the workplace?

1. By having employees find their strengths through feedback analysis and the reflection process after, they can concentrate on improving areas on strengths. Excellence comes from operating on strengths.
2. By identifying employee values and how they best perform, areas of improvement can be noted and acted upon.
3.  By knowing where they belong, employees can structure their work in order to get the maximum results.
4.  By having employees responsible for relationships, you can build trust and learn how people can work together the most effectively, even if they dislike each other.

Just created my first blog for #jsgs882. I’ll be blogging all about #strategicmanagment for the next two week.

Thanks for joining me!

Good company in a journey makes the way seem shorter. — Izaak Walton