BC's Top Employers (2025) Magazine - Flipbook - Page 28
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BC’S TOP EMPLOYERS (2025)
BCCNM aims to instill Nutsamaht in the workplace
T
he primary purpose of
the British Columbia
College of Nurses and
Midwives (BCCNM)
is to protect the public
through regulating the professions
of nursing and midwifery in the
province. “In order to be a nurse
or a midwife in British Columbia,
you have to be licensed with us,”
says registrar and CEO Cynthia
Johansen. “We also investigate
complaints about practice, so that
when something goes awry, we
make decisions about whether
somebody can continue to
practise.”
But on the road to accomplishing that as fully and fairly as
possible, one of BCCNM’s highest
priorities is to do its part in eradicating Indigenous-specific racism
from the health care system,
senior communications strategist
Johanna Ward says.
“It informs everything we do,”
says Ward. “As our Indigenous cultural safety and humility consultant put it to me the other day, ‘our
lives, Indigenous lives, literally
depend on it’. That may sound a
bit dramatic, but she’s not wrong.
Across the board, Indigenous
Peoples have the worst health
outcomes out of any population.”
And equity for the public has
to be met with equity in the
workplace, according to Johansen.
“A rising tide really does lift all
boats, and the more we eradicate
any injustice from the system, the
better it is for everyone involved,”
she says.
“Our work can be difficult,
and our intention is to create an
organizational culture that is kind,
supportive and recognizes the
value of every single person who
contributes.”
BCCNM knows healthy staff
are better able to apply their skills
and balance their lives, so it offers
hybrid schedules and flexibility
in dealing with personal or family
demands, and a strong benefits
package, says Ward.
“Our pension is defined-benefit,
there are no co-pays for health
care benefits like prescriptions
or dental care, we’ve had a recent
IMAGE 1 GOES HERE!
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BCCNM employees at the launch of its new internal brand to celebrate staff.
increase in mental health support
to $1,000 a year, and there is
personal development funding
available for all staff as well as
many learning opportunities
throughout the year.”
There is also an emphasis on
good two-way communications
between leaders and employees.
There are frequent all-staff meetings (in-person or virtual), Ward
says, and in-person quarterly
connection circles with Johansen
and one other member of the
leadership team. Above all, staff
are encouraged to ask questions
of managers and the leadership
team in “speak up” fashion, says
Johansen.
Our work can be difficult,
and our intention is to
create an organizational
culture that is kind,
supportive and recognizes
the value of every single
person who contributes.
— Cynthia Johansen
Registrar and CEO
There are workplaces where
people will say something and
get chastised,” the CEO says. "But
not at BCCNM. Here, everybody's
input and questions are welcome,
because that makes us better,
stronger and more effective.”
When considering the future,
whether it’s her goals for BCCNM
or what the college looks for
in new hires, “collaborative” is
almost always Johansen’s first
response. “We cannot regulate in
