2003/04 Annual Service Plan Report -- BC Public Service Agency and BC Leadership Centre

Performance Reporting

Goal 3: Human Resource Organization — To ensure that human resource practices are up-to-date and effective and that the public service is efficiently and effectively organized, staffed and supported.

Objectives

An effective accountability framework for the management of human resources in the public service is in place.
The human resource organization is responsive and effective and delivers quality programs and services to Ministry clients.
Delivery of human resource programs and services is streamlined and efficient.

Performance Measure

2003/04 Target

2003/04 Actual

Variance

Accountability and performance evaluation frameworks in place

Accountability and performance evaluation frameworks assessed

• A performance measurement framework was developed in October 2003. The framework will continually be reviewed and revised as appropriate.

• Service Level Agreements were revised and approved for 2004/05.

Target met

Performance Measure

2002/03 Actual

2003/04 Target

2003/04 Actual

2003/04 Variance

Regulatory requirements reduced by one-third

Regulatory requirements reduced by 12%

Regulatory requirements reduced by 15%

Regulatory requirements reduced by 21%

Target exceeded by 6%

Client satisfaction with services received through new HR organization

53.9%¹

60% satisfied

20% dissatisfied

38% neutral

42% satisfied²

–18%


¹	The 2002/03 Client Satisfaction Survey did not ask a question about overall satisfaction. Instead, there was a separate satisfaction question for each of the 7 pre-Agency business lines. These responses were combined to create an overall satisfaction score. The limitation is that each of the 7 business lines is treated as equally important to clients.
²	The 2003/04 Client Satisfaction Survey (the first Client Satisfaction Survey for the new Agency) asked a question about overall satisfaction with the quality of service, a question the first survey did not ask. Therefore, the two percentages are not directly comparable. Clearly the target of 60 per cent satisfaction was not reached in this first transitional year. While we are disappointed with the results, this was an ambitious target given the nature and magnitude of the change we undertook during this year. The Agency is committed to continuous quality improvement and is using these results to help prioritize and focus work. We will continue to improve client service and monitor client satisfaction.

Performance Measure	2003/04 Target	2003/04 Actual	Variance
Budget reduction targets achieved in accordance with plan	Cost of HR services reduced	Reduced the HR budget by $19.1 million.	Target met

A significant focus of work during the first year of the new Agency was the development of accountability frameworks. A performance measurement framework was developed as a tool for reporting on the progress of the Agency. In addition, service level agreements have been put in place for all ministries, including a roles and responsibilities matrix. A delegation matrix that outlines accountabilities for decision-making at all levels was approved by deputy ministers. Accountability and performance measurement frameworks will continue to be revised as needed.