Citizens' Services — Continued

Goals, Objectives, Strategies and Results

Citizens' Services aligns to all Five Great Goals because its mandate is to lead the transformation of citizen-centered service delivery across government. Of key relevance for Citizens' Services is the great goal to make B.C. the best educated, most literate jurisdiction on the continent.

Citizens' Services is supporting this goal by ensuring all British Columbians have increased and improved access to health, education, business and government services. It does this by providing:

• convenient and reliable access to government services and information to citizens, businesses and the broader public sector; and
• cost effective and efficient internal management services to core government and the broader public sector.

Citizens' Services Performance Plan Summary

Ensuring British Columbians have convenient access to high quality, seamless services and information, supports the government's Five Great Goals, most particularly making B.C. the best educated, most literate jurisdiction on the continent. Offering customers more choice in how they connect with government, particularly through the Internet, provides a more customer-focused, cost-efficient and environmentally sustainable approach to service delivery.

The government provides services and programs required by citizens and businesses. Through Service BC, customers can connect to these services and programs in person at one of 59 Service BC – Governments Agents Offices or by phone through Service BC – Enquiry BC's toll free lines from anywhere in the province. Increasingly, customers are also turning to the Internet. By offering a variety of "channels", customers can access services and information in ways that suit their personal and business needs.

The ministry also delivers services on behalf of a significant number of public sector clients. By offering increased choice in the way these services are delivered, the ministry assists clients in being more responsive to their respective customers, while realizing cost efficiencies.

Key strategies include:

• delivering a broader range of services on behalf of client ministries;
• developing and implementing an integrated channel management strategy to help ministries co-ordinate service delivery to enhance customer access; and
• leading and supporting co-ordination between ministries and other levels of government to further integrate service delivery to citizens.

Performance Measures:

The ministry is working to increase choice in how and when customers access government services and information, and how services are delivered on behalf of client ministries.

The first performance measure demonstrates how satisfied customers are with the quality of service provided when they access government programs and information through Service BC. The second performance measure indicates that customers are accessing services through a range of channels that meet their needs, and that public sector clients are able to deliver services through a variety of channels.

Performance Measures	2004/05 Actuals	2005/06 Target	2006/07 Target	2007/08 Target
Rate of customer satisfaction (index)1	96%	> or = 96%	> or = 96%	> or = 96%
Volume of customers served:2
Service BC — Government Agents	2.0 million	2.0 million	2.0 million	2.0 million
Service BC — Enquiry BC	1.0 million	1.0 million	1.0 million	1.0 million
BC OnLine (transactions)	6.93 million	7.4 million	7.8 million	8.1 million

While service excellence is paramount, delivery methods must also be cost-effective and efficient. Shifting to more cost-effective and efficient channels, such as the Internet, reduces costs to government and enhances service accessibility for customers.

Key strategies include:

• continuing to expand access to government services through new service delivery partnerships with the private sector;
• integrating provincial, federal and municipal service delivery to better meet the service needs of citizens;
• championing collaborative projects, including planning for the co-location of public sector offices in community-based facilities; and
• leading a strategy to assist ministries in moving to more cost-effective electronic service delivery.

Performance Measure:

The ministry is working to deliver services and information in a cost-effective and efficient manner. The average cost per minute for service delivery demonstrates the efficiency of Service BC – Government Agents and Service BC – Enquiry BC operations. The following measure is used to demonstrate progress in this area, and will be influenced by: more efficient use of resources; expansion in the number of services provided; encouraging customers to use the most cost-effective channels; and working with client agencies to reduce the length of time it takes to deliver their services.

Government calls for ministries to operate in an innovative, results-oriented and accountable manner. Citizens Services' contributes by reducing duplication and streamlining delivery of internal management services. Public Service Operations, one of the government's shared services organizations, offers internal corporate management services (information technology, finance and administration, payroll, and procurement and supply services) to ministries and public sector clients in a co-ordinated and customer-focused manner.

Shared services is client-led and customer-focused. The long-term success of any shared service organization is ultimately decided by the degree to which its customers and clients are satisfied.

Key strategies include, continuing to:

• incorporate the principle of sustainable environmental management in the procurement of goods and services;
• determine the rate of success in meeting established service standards;
• implement improved financial forecasting processes to provide better business intelligence; and
• broaden self-service options for customers, including Time On Line, Employee Self-Service, iExpenses and iProcurement.

Performance Measures:

It is very important to Public Service Operations that clients and customers are satisfied with the level and quality of service they receive. By monitoring client and customer perceptions, Public Service Operations can refine its service delivery processes and drive satisfaction to higher levels. The first two performance measures focus on the satisfaction of the Public Service Operations customers and clients with service. Satisfaction ratings are established through surveys and allow for comparisons.

The third performance measure assesses Public Service Operations Common Information Technology Services (CITS) and Common Business Services (CBS) ability to meet service standards as established in service schedules and catalogues. These documents establish service expectations regarding standards such as timeliness, accuracy, reliability, and availability.

Performance Measures	2004/05 Actuals	2005/06 Target	2006/07 Target	2007/08 Target
Average customer satisfaction rating with service (index)1	77%	> or = 77%	> or = 77%	> or = 77%
Average client satisfaction rating with effectiveness of service delivery (index)2	67%	70%	75%	80%
Rate of success in meeting service standards (index):3
CITS	82%	90%	90%	90%
CBS4	98.2% (2003/04)	96% – 99%	96% – 99%	96% – 99%

Implementing best practices that improve service delivery and ultimately reduce costs, is a basic tenet of the shared services model.

Key strategies include:

• developing new service delivery partnerships with the private sector;
• fully implementing iProcurement;
• increasing services provided through Employee Self-Service;
• implementing the "next-generation" network that will be the foundation for ministries to deliver advanced online services to citizens and businesses;
• creating economies of scale by expanding the use of shared services in the broader public sector, where it positively impacts existing customers;
• leveraging government's purchasing power by continuing to implement a strategic sourcing strategy;
• benchmarking services against industry standards to identify opportunities to improve performance; and
• continuing to introduce more cost-effective service models to ensure best value for clients.

Performance Measures:

The first performance measure indicates a progression in the reduction in unit costs of key services over time. Alternative Service Delivery partnerships have been negotiated for two of the key services provided by Public Service Operations (Payroll Operations Information Management/Payroll Services, and Workplace Support Services). As a result, these areas have been selected as the basis for the measure.

The second measure evaluates the efficiency of the government's central procurement services. The cost required to operate procurement services is contrasted with the value of goods and services managed.

Performance Measures	2004/05 Actuals	2005/06 Target	2006/07 Target	2007/08 Target
Unit cost:
Human Resource      Management Systems      (HRMS)/Payroll Services1	Baseline cost per active employee	1.4% reduction over base	4.2% reduction over base	7.8% reduction over base
Workstation Support        Services2	Baseline cost per seat	0% reduction over base	1.4% reduction over base	TBD
Central procurement operational costs as a percentage of value of total goods and services purchased	0.78%3 (2003/04)	Meet industry standard of 1% or less4	Meet industry standard of 1% or less	Meet industry standard of 1% or less

While all areas of Citizens' Services are focused on transforming service delivery to customers and clients, specific divisions and branches act as change agents or catalysts to lead cross-government strategic transformation initiatives. By guiding these initiatives and ensuring cross-government co-ordination and collaboration, Citizens' Services supports the Five Great Goals, and most particularly, the goal of making B.C. the best educated, most literate jurisdiction on the continent.

The ministry facilitates and leads a number of government-wide initiatives designed to transform service delivery. These include the ASD Project Secretariat, NetWork BC, and the Service Delivery Initiative Office. Whether providing results management services to ministries, building new business model partnerships, overseeing the collaboration and integration of services, or working to bridge the digital divide, the common result is more co-ordinated and efficient citizen-centred services.

Key strategies include:

• connecting underserved communities to the Internet;
• reducing the unit cost of bandwidth;
• developing and building the "next-generation" public sector network;
• continuing to support the development of business cases for future ASD initiatives;
• continuing the transfer and retention of skills within government to enable the development of ASD initiatives such as outsourcing;
• launching the next wave of transformational ASD projects that align to government's Five Great Goals;
• improving access to government services and information in communities;
• identifying joint initiatives with other provinces and the federal government that improve service delivery, reduce duplication, and create economies of scale; and
• developing a more citizen-centered service culture within government.

Performance Measures:

As part of its goal to make B.C. the most educated and literate jurisdiction on the continent, the Province is investing in infrastructure to bring broadband access points to 366 communities. Government has acted to bridge the digital divide. The first performance measure demonstrates the level of success in providing communities with access to broadband facilities. By closing the digital divide, British Columbians will benefit from improved access to health, education, business and government services.

The second measure addresses the number and type of projects endorsed by Deputy Ministers across government to enhance citizen-centred service delivery. These projects are intended to generate innovations through a co-ordinated approach, both at the provincial and community level.

The Chief Information Officer defines the corporate requirements for information management and information technology, and assists ministry and program managers to achieve their service objectives as well as promoting corporate or government objectives.

Key strategies include:

• defining a government-wide action plan to co-ordinate electronic service delivery (e-Government Delivery Framework);
• helping government move to more electronic service delivery;
• continuing to improve the Information Resource Management Planning (IRMP) process to ensure a co-ordinated approach to information management and technology infrastructure decision-making;
• simplifying and improving government business processes through information management and the application of technology;
• developing and maintaining government-wide procedures for information management;
• providing leadership on the assessment of IM/IT risks;
• improving the ability of government's information systems to work in conjunction with each other and share data; and
• guiding investment and procurement for technology infrastructure.

Performance Measure:

Effective decision-making processes assist in maximizing the value of government's information and technology infrastructure. One method of assessing the effectiveness of these processes is to apply a "maturity model", which is the basis for the first performance measure. The maturity model describes a five-level evolutionary path of increasingly organized and more mature processes, starting with a state where there is nothing in place and moving towards one that is marked by best practices being followed and automated. By assessing itself against the model, government can establish a performance level.

The provincial government deals with large volumes of information. Maintaining its integrity, as well as appropriate access, is an on-going priority. Coupled with this is ensuring that British Columbians have confidence in the government's ability to protect sensitive information and that security processes and technology are prevalent across government.

Key strategies include:

• implementing government's Information Management/Information Technology (IM/IT) Security Enhancement Project, which includes:
  
— clarifying and strengthening government's information management/information technology security policies, standards and guidelines;
— centralizing reporting of virus infections;
— reducing vulnerability to unauthorized access to sensitive information;
— minimizing disruption to government's critical infrastructure; and
— minimizing damage and recovery times related to disruptions that do occur;
• on-going amendments to the Freedom of Information and Protection of Privacy Act and the Personal Information Protection Act; and
• implementing the next phase of the Corporate Authentication Project.

Performance Measures:

Achieving a high rate of success in meeting industry security standards and best practices builds confidence in the government's ability to ensure and maintain security over its electronic information and technology infrastructure.

The first performance measure demonstrates government's ability to minimize disruptions to computer systems by blocking viruses at strategic entry points to the Province's IT infrastructure. The measure indicates a commitment to minimizing impacts and proactively responding to threats.

The second performance measure provides for an understanding of the security of the information technology infrastructure based on a level of alignment with robust standards. As part of the IM/IT Security Enhancement Project, these base security standards for the IT infrastructure will be developed and measured using the International Standard Organization (ISO) 17799.

In order to lead the transformation of service delivery across government, ministry staff must be customer-focused and results-oriented. They must also have the knowledge and skills to develop and implement innovative service delivery solutions.

Key strategies include:

• ensuring a clear and shared understanding of direction and accountabilities through employee performance planning and division/branch planning processes;
• ensuring that staff have the knowledge, skills and abilities to deliver ministry goals;
• enhancing results-oriented decision-making through improved performance and financial reporting;
• ensuring that information and technology are leveraged within the ministry to help achieve Service Plan goals and objectives;
• continuing to refine performance measures to ensure they are more results-oriented; and
• continuing to implement a change management strategy to build a client and customer-focused workforce.

Performance Measure:

The Citizens' Services annual employee satisfaction survey focuses on a number of categories including employee perceptions of leadership, support of employee development, communication throughout the organization, and support for learning and innovation. Employee satisfaction is an indication of the progress being made towards ensuring that the ministry's culture and leadership are supporting high-performance.