Agree on roles and responsibilities.

 

 

Evaluate the policy that you analyzed for your final project using the U.S. Government Accountability Office’s (GAO) best practices and leading practices in collaboration. Provide a high-level overview of how you think the policy that you analyzed is performing or did perform on these measures and recommendations for how efforts could be improved.

Best Practices and Leading Practices in Collaboration

· Define and articulate a common outcome.

· Establish mutually reinforcing or joint strategies.

· Identify and address needs by leveraging resources.

· Agree on roles and responsibilities.

· Establish compatible policies, procedures, and other means to operate across agency boundaries.

· Develop mechanisms to monitor, evaluate, and report on results.

· Reinforce agency accountability for collaborative efforts through agency plans and reports.

· Reinforce individual accountability for collaborative efforts through performance management systems.

Congress has set a broad, common outcome for all the efforts towards subsistence fishing (and more broadly, native lifestyles preservation) in the Alaska National Interest Lands Conservation Act (ANICLA) of 1980. It states in Title VIII that ” . . . it is necessary for the Congress to invoke its constitutional authority over Native affairs and its constitutional authority under the property clause and the commerce clause to protect and provide the opportunity for continued subsistence uses on the public lands by Native and non-Native rural residents (ANICLA, 1980). However, while the federal government has managed subsistence activities on federal lands in Alaska giving rural citizens a priority, the State of Alaska manages subsistence on State and private lands but gives no priority to native or rural residents (UAF, n.d.).

Despite Congress providing a fairly clear desired outcome, there is an awkward disunity between Federal and State efforts at the big picture level which have resulted in thousands of laws and lawsuits which have ultimately come to an unsatisfactory state of affairs resulting in the 2009 statement of Secretary of the Interior Salazar that the State of Alaska was not meeting its end of the bargain and that the Federal government would review its policies in regards to ANICLA (UAF, n.d.), and the most recent lawsuit regarding conflicting State and Federal fishing orders in a dispute over ANICLA jurisdiction on the Kuskokwim River (Brooks, 2022).

Sample Solution

e are two types of workforce planning: hard and soft. CIPD (2018) Hard workforce planning is based on quantitative analysis, predicting how many employees, with what skills, are expected to be needed. Soft workforce planning ‘is more explicitly focused on creating and shaping the culture of the organisation so that there is a clear integration between corporate goals and employee values, beliefs and behaviors’ (Marchington and Wilkinson, 1996). It’s about finding a strategy within which information can be considered. The CIPD note the main stages of workforce planning to be: understanding the organisation and the operating environment, analysis of the workforce, determining future workforce needs, identifying gaps in the workforce, developing an action plan, and monitoring and evaluating action plans and solutions. Workforce planning aligns the strategic and business planning process with hiring and retention planning. When workforce planning is properly implemented, it can have many benefits. It can help identify issues early to avoid disruptions and costs. It can also help to identify roles and shortage of talent in the organisation, in order to fill the roles. An example of this is when an organisation is looking to expand their workforce and they can identify what sort of employees they need in order to make the expansion properly. Another advantage of workforce planning is that it can help an organisation retain employees. For example, if there is high turnover in a certain department, workforce planning can help an organisation find the cause of that certain turnover and put strategies in place to prevent it and retain employees. Furthermore, another advantage of workforce planning is that it can help avoid delays or disruptions that can have a negative effect on business profits.

Nonetheless, there are disadvantages of workforce planning. For example, the future is uncertain and there are many external factors that can have an affect on the employment opportunities, such as technological, political and cultural factors. Therefore, organisations cannot rely on workface planning. A further disadvantage of workforce planning is that it is time-consuming: organisations need to acquire all sorts of information and personal requirements of the workforce and then find suitable solutions. The

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