Goals, Objectives, Strategies and Results

Overview

Agency Goals

Public service employees working to meet the needs of BC are vital to making government’s goals a reality.

In the September 2005, Strategic Plan Update, government commits to re-invest in its public service by:

• Continuing to build on its leadership training initiatives started in the last four years; and
• Stepping up its efforts related to succession planning, increasing the diversity of the public service and the work experiences afforded to staff.

Cross Ministry Initiatives

This service plan identifies goals and strategies that support government’s vision for a strong public service. The following initiatives are being led by the Public Service Agency with endorsement and participation by all ministries.

Talent Management — A strategy to acquire, deploy, develop, engage and retain human resources across the Public Service in order to achieve outstanding results.

Policy Framework — Implementation of modern HR policies that support the recruitment, motivation, development and retention of a high performing public service.

Employee Relations — A comprehensive and coherent labor strategy that addresses current and emerging labor relations issues, and supports ministries’ plans for future change as well as government’s vision for the Public Service.

Shared Services — A client-centred service delivery strategy to ensure improved HR services that position our clients and customers to be successful in the management of their human resources and to realize their business objectives.

The agency also plays an integral role in multiple cross ministry initiatives through its overarching responsibilities for facilitating excellence in public service. Specific participation in cross ministry initiatives include:

• Employment strategy for people with disabilities;
• Policy direction on mandatory retirement;
• Supporting ministries in developing a new relationship with First Nations people;
• Supporting citizen-centred service delivery by increasing diversity and strategically developing the workforce; and
• Implementing workplace wellness strategies with the public service that support the ActNow initiative.

Performance Plan

The BC Public Service faces a potential labour shortage brought on by an aging population and increasing competition in the marketplace. At the same time, the public service is undergoing significant transformation and will need to ensure the right skills are available in the right place at the right time to deliver critical public services. The Agency will improve and streamline hiring policy, process and tools for hiring managers across government to facilitate faster and better hiring decisions. To attract high quality applicants, the BC Public Service must be not just visible in the labour market but considered an attractive employer.

This goal is vital to ensure the continuation of a high quality public service.

Key Strategies:

• Facilitate Workforce Planning activities across government and lead the development of a revised Corporate Human Resource Plan.
• Facilitate targeted recruitment campaigns.
• Provide training and tools to support managers to make sound hiring decisions.

Key Strategies:

• Implement a Marketing and Branding program to raise the visibility and appeal of government as an employer.

Performance Measures and Targets

1	As the planning and mandate for FY06/07 and beyond has yet to be finalized, the information to develop the baseline and the targets is not yet available.

Key Strategies:

• Develop an occupational safety strategic plan for the public service.
• Provide client organizations the direction, knowledge, tools and support necessary to implement and maintain effective safety management programs.
• Enhance safety reporting.

Key Strategies:

• Reposition the Disability Case Management function so that specialized expertise is available to clients and employees as needed.
• Implement enhanced reporting for clients.

Key Strategies:

• Evaluate needs and develop a health strategy proposal for the public service.
• Develop and implement appropriate workplace programs and tools that are available to help reduce health risks.
• Assess needs and implement regular reporting.

Performance Measure and Targets

	Note 1: As the planning and mandate for FY06/07 and beyond has yet to be finalized, the information to develop the baseline and the targets is not yet available.

Key Strategies:

• Target learning to key and critical roles.
• Implement a comprehensive succession management programs to prepare employees for new assignments across the organization.
• Target developmental assignments to areas of highest need.

Key Strategies:

• Implement initiatives designed to improve the transfer of knowledge and the sharing of best practices.

Key Strategies:

• Provide career management tools for all employees.
• Balance the focus of employee learning between formal and informal opportunities to learn job related skills.

Performance Measures and Targets

	Note 1: As the planning and mandate for FY06/07 and beyond has yet to be finalized, the information to develop the baseline and the targets is not yet available.

A public service striving for service excellence and innovation requires a workforce that is engaged, flexible to adjust to emerging priorities and supported to get the right results. Performance management practices vary widely across government and better tools to support ministries in managing performance across the public service are required. This goal is intended to ensure employee understanding of their roles and to focus their contributions to most effectively support the organization’s goals and objectives.

Key Strategies:

• Implement annual engagement survey and develop strategies to address issues that arise out of the survey results.
• Benchmark engagement across Canada.

Key Strategies:

• Implement a corporate orientation program.

Key Strategies:

• Provide tools to improve how government manages employee performance.
• Align employee performance management processes with government strategic and business planning processes.

Performance Measures and Targets

	Note 1: As the planning and mandate for FY06/07 and beyond has yet to be finalized, the information to develop the baseline and the targets is not yet available.
	Note 2: Source: OAG report used “department goals” and had a baseline of 70%.

The public service is held to a high standard due to its responsibility to the citizens of British Columbia. In order to ensure the standard is met, individual public servants must be keenly aware of the expectations of them in terms of their work and conduct on the job.

Key Strategy:

• Implement an annual program for all employees to ensure their understanding of and commitment to the standards expected of all public servants.

Performance Measure and Targets

	Note: 1: As the planning and mandate for FY06/07 and beyond has yet to be finalized, the information to develop the new baseline and the targets is not yet available.

Agency Performance Plan Summary