Budget 2004 -- Government of British Columbia.
   

Goals, Objectives, Strategies, and ResultsContinued

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%

1   This performance measure has changed from Service Plan 2002/03 – 2004/05 to more accurately reflect increased revenue from the broader public sector.
2   This measure evaluates the efficiency of the government's central procurement services. The cost required to operate the procurement services is contrasted with the value of goods and services managed. The industry standard, established by the National Institute of Government Procurement, is that operational costs as a percentage of value of total goods and services purchased should be no more than one per cent. A lower percentage indicates greater efficiency and cost-effectiveness in the delivery of procurement services; however, too low a percentage may mean sub-optimal results.
3   This measure demonstrates the efficiencies gained by using a centralized purchasing function and the resulting savings to ministries. A savings rate of 15 per cent on service acquisitions is the industry standard calculated by the National Institute of Government Procurement.
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

1   Clients include: members of the Deputy Ministers' Committee on Shared Services, Assistant Deputy Ministers of Corporate Services, Directors of Information Systems, Senior Financial Officers, and representatives from central agencies. Clients represent ministries or organizations that purchase services from Solutions BC — the government's shared services provider.
2   Including voice and data network services and application hosting. Priority 1 incidents will be resolved within 2 hours; priority 2 incidents resolved within 4 hours.
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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