Goals, Objectives, Strategies, and Results — Continued
Goal 2: Cost-Effective and Efficient Internal Management
Services to Core Government and the Broader Public Sector.
- Core Business Area:
-
- 1. Service Delivery to the Public Sector.
- 2. Service Transformation.
- Objective 1:
- Reduce unit and overall shared services costs.
Performance Measures |
Base
2003/04 |
Target |
2004/05 |
2005/06 |
2006/07 |
Percentage increase in total Solutions BC revenue generated
from the broader public sector.1. |
$66.6 million |
2.5% increase over baseline year |
3.0% increase over baseline year |
3.5% increase over baseline year |
Central procurement operational costs as a percentage of
value of total goods and services purchased.2 |
0.73% |
Industry standard of <1% |
Industry standard of <1% |
Industry standard of <1% |
Savings from centralized procurement activities.3 |
14% |
Industry standard of 15% |
Industry standard of 15% |
Industry standard of 15% |
- Strategies:
- 1. Perform ongoing review and streamlining of business processes
to achieve cost savings.
- 2. Expand use of shared services in the broader public sector.
- 3. Implement a strategic sourcing strategy — leverage
government's purchasing power to improve price, service and quality.
- 4. Determine the optimal delivery model for each service type
and, where appropriate, develop and implement new strategic service
delivery partnerships with the private sector.
- 5. Coordinate and integrate cross-government alternative service
delivery initiatives to ensure a consistent focus and governance.
A reduction in overall shared services costs to core government
is reflected in reductions in the corporate services budgets of
individual ministries. This reduction is driven by a combination
of factors, including a reduction in the size of government and
efficiencies resulting from consolidation, technological improvements,
business streamlining, and process improvements.
As an example, in 2002/03 it is estimated that ministries budgeted
$10.26 million for payroll services. In 2003/04 that amount
decreased to $9.3 million; and if ministries take full advantage
of the new employee self-service technology, that amount will decrease
to $6.3 million in 2004/05.
- Objective 2:
- Maintain a high level of customer and client satisfaction.
Performance Measures |
Base
2003/04 |
Target |
2004/05 |
2005/06 |
2006/07 |
Satisfaction rating of Solutions BC's clients1
with price, service and accountability |
52.5% |
57.5% |
60% |
65% |
Customer satisfaction with payroll processing |
84% |
85%
or > |
85%
or > |
85%
or > |
Per cent of Queen's Printer orders shipped on time |
97.7% |
97.7% |
97.7% |
97.7% |
Per cent of highest priority Information Technology
service interruption incidents resolved within time commitment2 |
Establish baseline |
TBD |
TBD |
TBD |
- Strategies:
- 1. Develop Customer and/or Client Service Level ratings for
each line of business.
- 2. Monitor Business Line Service Schedules.
- 3. Continue to establish a transparent costing/pricing/billing
framework.
- 4. Continue the development and reporting of benchmarking and
performance measures.
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