Kathy Winship
Biographic Data
| ID | 6755802 |
|---|---|
| NAME | Kathy Winship |
| GIVEN NAMES | Kathy |
| FAMILY NAME | Winship |
| SIGNATURE | WINSHIP K |
| AFFILIATIONS | University of California, Berkeley |
| VERIFIED | No |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 0 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2012 |
| LATEST PUBLICATION YEAR | 2012 |
| H-INDEX | 0 |
Knowledge Capture and the Retirement of the Director of Finance
Concern over the impending retirement of several top-level managers led a county agency to engage in efforts aimed at more efficient succession management. Administrators developed plans to prevent the loss of invaluable knowledge and wisdom accompanying retirement of experienced agency leaders. The agency's Director of Finance (DoF) was one of the first key figures projected to retire, and a succession plan was implemented to transfer his knowle…
Data Mining in Children and Family Services
Despite access to a comprehensive administrative database that would allow for timely data retrieval and utilization, regular use of data to inform service provision remained infrequent at one children and family services agency. To address this issue, a research and evaluation manager was hired to facilitate regular data use and evidence-informed service provision. This led to a shift in agency culture that moved from viewing data collection as …
Learning from Staff to Share Knowledge and Inform Decision-Making
In an effort to increase staff engagement and opportunities for greater two-way communication between managers and staff, a strategic plan was developed involving administration of an agency-wide staff satisfaction survey. A comprehensive survey was administered to nearly 1700 employees throughout the agency, which encompasses several diverse bureaus ranging from child and family services, aging and adult services, and a workforce investment boar…
Using Evidence-Based Accreditation Standards to Promote Continuous Quality Improvement
Following a difficult period of service provision, an agency determined that drastic changes were needed to improve agency-wide capacity and functioning. The agency engaged in an organizational level self-assessment aimed at identifying areas for improvement and beginning work towards determining professional standards for service. Results of this organizational self-assessment paved the way for pursuing accreditation of its services, and the age…
No prominent works on this page.
Knowledge Capture and the Retirement of the Director of Finance
Concern over the impending retirement of several top-level managers led a county agency to engage in efforts aimed at more efficient succession management. Administrators developed plans to prevent the loss of invaluable knowledge and wisdom accompanying retirement of experienced agency leaders. The agency's Director of Finance (DoF) was one of the first key figures projected to retire, and a succession plan was implemented to transfer his knowle…
Data Mining in Children and Family Services
Despite access to a comprehensive administrative database that would allow for timely data retrieval and utilization, regular use of data to inform service provision remained infrequent at one children and family services agency. To address this issue, a research and evaluation manager was hired to facilitate regular data use and evidence-informed service provision. This led to a shift in agency culture that moved from viewing data collection as …
Learning from Staff to Share Knowledge and Inform Decision-Making
In an effort to increase staff engagement and opportunities for greater two-way communication between managers and staff, a strategic plan was developed involving administration of an agency-wide staff satisfaction survey. A comprehensive survey was administered to nearly 1700 employees throughout the agency, which encompasses several diverse bureaus ranging from child and family services, aging and adult services, and a workforce investment boar…
Using Evidence-Based Accreditation Standards to Promote Continuous Quality Improvement
Following a difficult period of service provision, an agency determined that drastic changes were needed to improve agency-wide capacity and functioning. The agency engaged in an organizational level self-assessment aimed at identifying areas for improvement and beginning work towards determining professional standards for service. Results of this organizational self-assessment paved the way for pursuing accreditation of its services, and the age…
Agency (philosophy (4 works) · Business (4 works) · Political science (4 works) · Public relations (4 works) · Sociology (4 works) · Computer Science (2 works) · Engineering (2 works) · Evaluation and Performance Assessment (2 works) · Human Resource and Talent Management (2 works) · Law (2 works)