Objectives, Strategies, Performance Measures and Targets — Continued

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Performance Measures and Targets

Goals	Performance Measures and Targets1
	Performance Measures	Targets
		Base–2002/03	2003/04	2004/05	2005/06
GOAL 1 — To quickly transition the workforce from today’s business practices to the business practices of tomorrow	Workforce adjustment achieved in accordance with government’s requirements	Adjustment targets were met in 2002/03	Adjustment targets met	Adjustment targets met	N/A2
GOAL 2 — To rebuild and sustain a professional public service capable of providing quality services that meet the needs of British Columbians	Executive Competencies developed and in place	Executive competencies developed	100% DMs have competency development plans	50% executives have competency development plans	75% executives have competency development plans
	Timeliness of new staffing process	Average length of time to staff a position is twenty-two weeks	New staffing process implemented — training and education	Average length of time to staff a position is reduced by 25%	Average length of time to staff a position is reduced by 50%
	Performance management frameworks in place	Guidelines, tools and training to assist ministries in performance management developed	50% of ministries’ HR plans reflect focus on performance management for employees	100% of ministries’ HR plans reflect focus on performance management for employees	80% of excluded employees have performance management plans
	Positive perception of work environment	Establish baseline of manager and employee’s satisfaction with current work environment	5% increase from baseline assessed through survey of public service	10% increase from baseline	15% increase from baseline
	Increased use of alternative dispute resolution methods	Alternative dispute resolution processes and methods developed and implemented	Baseline established	5% increase in utilization of alternate dispute resolutions methods	10% increase in utilization of alternate dispute resolutions methods
GOAL 3 — To ensure that the HR organization for the BC government public service is efficiently and effectively organized and staffed	Account- ability and performance evaluation frameworks in place	Account- ability and performance frameworks implemented	Account- ability and performance frameworks assessed	Ministries 100% satisfied with account- ability framework and mechanisms	Ministries 100% satisfied with account- ability framework and mechanisms
	Regulatory Requirements reduced by one-third	Regulatory Requirements reduced by 12%	Regulatory Requirements reduced by 15%	Regulatory Requirements reduced by 6%	N/A
	Client satisfaction with services received through new HR organization	New HR organization & structure developed and implemented	60% satisfaction with services	70% satisfaction	75% satisfaction
	Budget reduction targets achieved in accordance with plan	Budget reduction targets established	Budget reduction targets met for the delivery of HR services	Budget reduction targets met for the delivery of HR services	Budget reduction targets met for the delivery of HR services

Notes
1	The Commission’s 2002/03 to 2004/05 Service Plan indicated that the measures in that Plan were an initial step to develop measure and targets and were inadequate in terms of evaluating and assessing the effectiveness of the Commission in meeting its vision and goals. These measures include some changes from the previous year’s plan, but still do not represent a final and comprehensive set of measures. A key aspect of the move to a new organization structure and service delivery model for human resources in the public service is the development of a performance management framework for the new HR organization. Further work on performance measures and targets is an integral part of the development of an overall performance management system for the new organization and will be undertaken as part of the transition to a new agency.
2	Work force adjustment complete.