Performance Reporting — Continued

Goal 5: To be a high performing organization

Achievement of the Ministry's goals requires an innovative, responsive and healthy organization. In order to build organizational capacity to deliver services, the Ministry is developing its workforce and fostering a healthy workplace. In achieving these goals, the Ministry is committed to measuring its performance and ensuring proper accountability to the Legislature, clients and the public.

Objective 1:

• Enhance Ministry capacity to accommodate workforce adjustment and staff retirement trends.

Strategies:

• Develop an annual corporate human resource plan that accommodates government priorities
• Develop and maintain workforce adjustment and succession plans for all critical positions

Core Program Area:

• Corporate and Ministry Support Services

The Ministry of Management Services recognizes that our staff provides the foundation for our ability to provide high-quality and cost-effective services. We remain committed to the development of staff competencies and skill sets that contribute both to enhanced job satisfaction and improved organizational performance.

For 2002/03, a baseline of the number of critical positions with current competency profiles and succession plans was established. Thirty critical positions were identified and five succession plans were in place with accompanying competency profiles. Succession planning for critical positions will continue to be a priority of the Ministry as a vital strategy to identify and cultivate our future leaders and ensure organizational capacity.

Objective 2:

• Build essential internal competencies and skill sets to meet current and future Ministry business requirements.

Strategies:

• Provide training information to employees
• Co-ordinate staff training resources
• Formal and informal learning needs are identified and discussed with individual employees and are linked to branch learning plans and the Strategic Framework for Training and Development

Core Business Area:

• Corporate and Ministry Support Services

In support of building core competencies, the Ministry measures the resources provided to training and development initiatives. A greater number of training hours are indicative of an enhanced commitment to employee professional development and capacity building.

The performance information for this measure was developed from historical data for 2001/02. The target for 2002/03 was set at an average number of 14 hours per employee. The actual result was higher than the target at an average of 14.52 hours per employee. Data on the average number of training hours for all government ministries is not available. However, this figure compares favourably with those ministries for which data does exist. The Ministry has focused upon developing and delivering cost-effective internal training for employees. The courses and workshops provided reflect a broad range of skills and competencies that address opportunities for enhanced personal and organizational performance.

Objective 3:

• Link employee activities and performance to the achievement of the Ministry's goals.

Strategies:

• Staff are oriented on the Ministry Service Plan
• Develop individual employee performance plans
• Provide employees with an understanding of their role within the Ministry's Service Plan and its linkage to their performance plan
• Provide employees with feedback on their performance and the performance of the Ministry

Core Business Area:

• Corporate and Ministry Support Services

Understanding how the work staff undertakes contributes to the Service Plan performance targets and having a clear understanding of what they are expected to achieve, is important to the overall success of the Ministry.

This year, the Ministry of Management Services conducted an Employee Survey to establish a baseline for this measure. The survey was conducted in December 2002 with a response rate of 55 per cent. Of the employees who responded, 36 per cent were satisfied that they understand how their work contributes to the achievement of the Service Plan performance targets and the success of the Ministry. The survey was conducted during a time when the Ministry was undergoing significant restructuring and change. A key strategy to address this area is through the use of Employee Performance and Development Plans (EPDPs). In 2003/04, 100 per cent of management staff will be required to have completed EPDPs.

Objective 4:

• Provide a workplace that fosters employee well-being and professional development.

Strategies:

• Investigate opportunities to expand employee recognition programs
• Explore use of Organizational Health and Wellness Inventories

Core Business Area:

• Corporate and Ministry Support Services

The Ministry of Management Services experienced a high degree of change in 2002/03 with the move of a large part of the organization to a shared services model. Again, the Employee Survey was used to baseline employee satisfaction. Of the employees who responded, 67 per cent indicated they were satisfied with their employment with the Ministry. The survey provided useful information, as staff identified areas where they felt improvements could be made to increase satisfaction.

Prior to conducting the 2002 employee survey, the Ministry held a number of open house forums. The purpose of these forums was to engage all Ministry staff in identifying which human resource strategies were most important to them. The top-ten identified strategies then formed the basis for the development of a Ministry People Strategy. A plan is now underway to address these areas as well as those identified in the employee survey.