Audience
Operational Risk & Standardization
Where we have risk, variation & opportunity to standardize · Wave 1 ready
3
High Risk Areas
Require immediate leadership attention
4
High Variation Roles
Inconsistent ways of working
40%
Heavy Tacit Reliance
Work relies on experience, not documented
78%
Participation Coverage
Across interviews, campfires, daily check-ins
1,200+
Daily Signals Captured
Five-minute check-ins in the last 30 days
Where to Focus: Risk vs. Consistency
Each bubble is a role · Size = volume of work · Color = friction level
FRICTION LEVEL (OVERALL)
HIGH
MODERATE
LOW
What we should do
Issue Investigation
HIGH PRIORITY
AR CLERK · FRASER HEALTH
- High risk, high variation, heavy tacit reliance
- Inconsistent approaches and workarounds
Action: Define and standardize the approach
Collections Follow-Ups
MEDIUM
AR CLERK · ACROSS SITES
- Moderate risk with inconsistency across sites
- Different tools and manual workarounds
Action: Align process and tools across sites
Manual Tracking
MEDIUM
VARIOUS ROLES
- High use of manual work and shadow systems
- Opportunity to automate or simplify
Action: Assess automation and system support
Invoice Entry
LOW PRIORITY
AR CLERK · ALL SITES
- Low risk, highly consistent, well documented
- Working well across all health authorities
Action: Maintain and continue to monitor
How wave 1 is feeling
30-day sentiment pulse · aggregated at department level
Individual-level sentiment is not accessible.
This is architectural, not a policy setting. Drilling below department scope is structurally refused.
Finance · AR Clerks
FRASER · 58 CAPTURES · 30 DAYS
Exhaustion
tired
backlog
manual
overtime
long day
IMIT · Integration Team
FRASER · 42 CAPTURES · 30 DAYS
Pragmatism
we'll figure it out
workaround
doable
just
Supply Chain · Procurement
FRASER · 31 CAPTURES · 30 DAYS
Anxiety
what about us
no one knows
uncertain
silent
HR · Workday Team
FRASER · 24 CAPTURES · 30 DAYS
Steady
been through this
2023 rollout
manageable
Finance · AP Clerks
FRASER · 38 CAPTURES · 30 DAYS
Wry acknowledgment
here we go
third time
noted
Where this organization is headed
Operational coherence trajectory · 18-month projection
Operational coherence over time
Composite index · captured knowledge × workflow stability × workforce continuity
Baseline
No action
With capture
Capture intensity
Wave 1 timeline
Model basis. Agent-based Monte Carlo simulation across 5,000 iterations using captured cognitive fingerprints, workflow dependencies, and tenure-weighted knowledge density. Confidence bands at 80%.
Projected impact at 18M · capture vs no action
Process error rate
−42%
Finance error rate stays under 3% vs projected 11% without capture
Successor ramp time
−58%
New hires reach productivity in 11 weeks vs 26 weeks
Operational continuity risk
−67%
Single-point-of-failure roles drop from 14 to 5
Workforce stress index
−24%
Lower handover anxiety, less overtime backlog absorption
Estimated cost avoidance
$2.4M – $4.1M
Backpay correction, error remediation, agency staffing avoided
Team View · Finance AR
Capture status, workload patterns, and workflow alignment
Employees: By Team, Role, and Function
FINANCE · AR CLERKS · 9 of 9 showing
Finance×
AR Clerk×
| Name | Role | Interview | Campfire | Check-ins |
|---|---|---|---|---|
| Patricia J. | AR Clerk (FIN123) | 18 | ||
| Eric B. | Accounting Analyst | 19 | ||
| William G. | Senior Accountant | 22 | ||
| Annie P. | AR Clerk | 10 | ||
| Matthew H. | Buyer | 25 | ||
| Rachel G. | Financial Analyst | 20 | ||
| David W. | AR Clerk | 9 | ||
| John M. | AR Clerk | 24 | ||
| Rebecca R. | Financial Analyst | 11 |
Average Day Comparison
ROLE: AR CLERK · % OF WORKDAY BY CATEGORY
Fraser
7.6 hrs
Interior
7.7 hrs
Coastal
7.6 hrs
Island
7.9 hrs
PHSA
8.0 hrs
Data Processing
Reconciliation
Inquiries & Comm
System & Tracking
Meetings & Admin
Workforce Analysis · AR Clerk
ROLE ALIGNMENT & WORKFLOW ANALYSIS ACROSS HEALTH AUTHORITIES
JD Expected Work vs Actual Work
JD says: 70% core work
Actual work: 25-point gap between JD and reality
Top Workflow Frictions
Manual Tracking (Shadow Work)79%
Issue Investigation65%
Follow-up on Outstanding48%
Key Insight
AR Clerks are spending only 45% of their day on their core responsibilities. Friction is centered around manual tracking and issue investigation.
Work That's Real. Issues That Matter.
RoleUp captures how the work really gets done — so we can improve it together
72%
of members report friction in their day
That's 7 out of 10 people
2.4 hrs
lost per person each day to friction & workarounds
That's 12 hours per week
41%
of work relies on experience, not documented processes
Risk of inconsistency & burnout
23%
variation across sites for the same work
Not everyone works the same way
Top 3
friction points causing delays & stress
See below
Where Our Members Struggle Most
TOP FRICTION POINTS FROM DAILY CHECK-INS & INTERVIEWS
1
Issue Investigation
AR CLERK · TIME-CONSUMING, UNCLEAR STEPS, MANUAL TRACKING
65%
2
Manual Tracking
MULTIPLE ROLES · DUPLICATE DATA ENTRY, SPREADSHEET TRACKING
58%
3
Follow-Ups on Outstanding Items
AR CLERK · NO CONSISTENT PROCESS, HARD TO KNOW PRIORITY
48%
These issues aren't about individual performance — it's how the systems and processes are designed.
What Members Are Saying
FROM DAILY CHECK-INS · REAL QUOTES
"I spend so much time searching for information or chasing people down. It's exhausting."
"I want to do the job right, but the process isn't clear and changes depending on who shows up."
"The same task takes me less time when I know the shortcuts, but new people don't have that."
Our ask: Use this real data to fix what's broken, reduce unfair pressure, and make work better for everyone.
Let's Fix What's Broken — Together
TOP OPPORTUNITIES TO IMPROVE
1
Standardize Issue Investigation
Clear steps, tools, and training across all sites
2
Reduce Manual Tracking
Automate or simplify to save time and reduce rework
3
Create Clear Follow-Up Process
Consistent prioritization and ownership
4
Document & Share Expert Knowledge
Capture what works and make it easy to find
Stronger processes. Fairer workloads. Healthier workplaces.
YOUR VOICE · YOUR WORK · YOUR DATA
Role Fit Matrix
Internal candidates ranked against open or critical roles · Fraser Health · 5 health authorities
Select a role
AR Lead
CRITICAL
IMIT Integration Architect
CRITICAL
Procurement Specialist
OPEN
Workday Configuration Lead
CRITICAL
AP Clerk
STABLE
Senior Buyer
STABLE
Payroll Coordinator
OPEN
AR Lead
FINANCE · GRADE 11 · CURRENTLY VACANT (Margaret retired Mar 2026)
17
Required skills
23
Internal candidates considered
2
Ready now
Top 5 internal candidates · ranked by composite fit
01
Patricia Jenkins
89
READY NOW
02
William Grant
82
READY NOW
03
Eric Brown
71
6-9 MOS
04
John Morton
64
9-12 MOS
05
Rebecca Roy
53
12-18 MOS
Composite fit score. Weighted combination of role-required skills (40%), demonstrated judgment from captured workflows (35%), and relationship density to dependent roles (25%). Each candidate's score breaks down by category, showing exactly what's missing rather than a black-box ranking. Scores refresh quarterly with event-triggered updates on promotion or role change.
Succession Health
Critical roles · bench depth · vacancy risk · refreshed quarterly
7
Critical roles with no successor
Out of 32 critical roles tracked
11
Single-successor roles
No backup if primary candidate leaves
14%
Critical roles at retirement risk <3yrs
Incumbent eligible to retire by 2029
62%
Roles with healthy bench
2+ ready-now or near-ready successors
Critical roles · succession depth and vacancy risk
SHOWING 8 OF 32 · SORTED BY RISK · CLICK ANY ROW TO DRILL THROUGH
Role
Incumbent
Ready now
Ready 6-12mo
Longer-term
Risk
IMIT Integration Architect
PHSA · GRADE 14
Tej Brar (vacating Aug 2026)
0
1
2
94
Workday Config Lead
HR · GRADE 13
David Mak (retirement-eligible)
0
0
3
88
AR Lead
FINANCE · GRADE 11
VACANT
2
2
1
71
Procurement Specialist
SUPPLY CHAIN · GRADE 9
Rachel Okonkwo
0
1
2
66
Senior Buyer
SUPPLY CHAIN · GRADE 10
Matthew Hall
1
2
3
42
AP Clerk Supervisor
FINANCE · GRADE 9
Annie Parker
2
3
4
28
Payroll Coordinator
HR · GRADE 9
Susan Clark
1
2
2
35
IMIT Service Desk Lead
IMIT · GRADE 11
James Liu
2
2
5
22
Refresh model. Succession depth and risk scores update quarterly with event-triggered refresh on promotion, departure, role change, or new captured skill. Bench tier eligibility is computed from candidate fit scores (≥80 = ready now, 60-79 = ready 6-12mo, 40-59 = longer-term). Vacancy risk weights incumbent retirement timing, knowledge concentration, and bench depth.
Skill Coverage Heat Map
Finance AR team across 5 health authorities · single points of failure surfaced
Finance · AR team · skill × person matrix
9 PEOPLE · 8 SKILLS · CLICK CELL TO SEE EVIDENCE
Pay-rule heuristics
Reconciliation judgment
Vendor relationships
ERP system depth
Audit & compliance
Union pay rules
Issue investigation
Cross-HA process
Patricia J.9Y
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William G.12Y
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Eric B.6Y
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Annie P.3Y
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Matthew H.8Y
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Rachel G.5Y
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David W.4Y
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John M.5Y
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Rebecca R.3Y
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Coverage:
None
Aware
Working
Strong
Expert
Union pay rules
SPOF
Only Patricia Jenkins demonstrates working knowledge. Five team members have no exposure. This skill is concentrated in a single person who held the AR Lead role until March.
Action: Pair Patricia with William and Matthew for shadowing
Pay-rule heuristics
CRITICAL
One expert (Patricia, strong), one working (William). Three team members have no exposure. Concentrated knowledge with high tenure dependency — direct retirement risk.
Action: Capture Patricia's heuristics in Clara before next quarterly
Audit & compliance
THIN
Two strong (William, Rachel). Four at working or below. Compliance-relevant skill requires deeper bench given regulatory requirements.
Action: Targeted training for Eric and Matthew
Cross-HA process
EMERGING
No expert. Three at working level. Becoming critical as wave 1 BCSHS consolidation progresses — currently undeveloped capability across the team.
Action: Cross-HA secondments during pilot