BC's Top Employers (2026) Magazine - Magazine - Page 24
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BC’S TOP EMPLOYERS (2026)
Collaboration and peer support enrich people at BCCNM
S
ince he joined the British
Columbia College of
Nurses and Midwives
(BCCNM) a year ago,
Nick Uthaikhaifar
says, “work doesn’t feel like
work. People here are open to
collaboration and there are no
barriers. For someone specifically
working with data, that’s a huge
draw because to do my job well,
I need to know the context of the
data I receive.”
As a performance management
specialist in regulatory programs
transformation, Uthaikhaifar
uses data to support day-to-day
operations and uncover trends
and insights to inform longer-term
strategic planning. “My goal is to
make the data that I receive as informative as possible and translate
it into actionable insights.”
I’ve grown much faster here
because there is no fear of
failure. There is a true sense
of being a public servant
because our goal is to
protect others.
— Nick Uthaikhaifar
Performance Management
Specialist
BCCNM is the largest health
regulator in Western Canada,
overseeing 77,000 B.C. professionals —licensed practical nurses,
nurse practitioners, registered
nurses, registered psychiatric
nurses, and midwives — to ensure
the public receives safe, competent
and ethical care. A recent project
Uthaikhaifar worked on tracked
Employees at BCCNM are encouraged to take time off and tend to their overall well-being.
the rising numbers of licence
applications from internationally-trained nurses coming to the
province and how the government’s mandate to expedite the
licensing process has affected the
applicants.
Prior to joining BCCNM, Goldie
Luong, executive director, quality,
evaluation & RPP transformation,
spent more than 18 years at
various health authorities. Today,
she is at the centre of BCCNM’s
strategic initiative to merge data
from many systems — a legacy
from the amalgamation of nursing
and midwifery regulators — into
a single source, giving licensees
one portal through which to
access their records and conduct
transactions.
“As a regulator, we need to
maintain all that information and
keep it up to date,” she says. “Each
of the legacy colleges had different
systems, processes and policies.
We have to bring everyone onto
the same foundational platform,
which also means bringing in new
technology.”
Supporting staff during the
massive transformation project
highlights how BCCNM balances
employee well-being with serving
its many external audiences.
“There are a lot of deadlines, so we
have built breaks into the process.
We have also adjusted the schedule to encourage people to take
time off. We don’t want people to
burn out,” says Luong.
“To do our best work, we have to
be at our best,” says Uthaikhaifar.
He appreciates how BCCNM
supports employee health,
including their mental and
physical well-being, through
the scheduled breaks on the
transformation project “to let off
some steam,” along with in-person
Appreciation Days.
“They provide meals and snacks
at the Appreciation Days but, in
my opinion, what’s really valuable
