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Performance Reporting
Goal 4: Excel in the provision of innovative, responsive, cost-effective, common IT services, financial and administration services, payroll services and procurement and supply services to the public sector
Discussion
This goal is the responsibility of Solutions BC, which provides a variety of internal management services to government and the broader public sector.
This goal has been clarified, and is now stated as "Cost-effective and efficient internal management services to core government and the broader public sector." This revised goal statement improves on the earlier version by increasing the precision of the goal clarifying what Solutions BC is striving to achieve, and who will benefit.
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Core Business Area: BC Shared Services Agency
Objective:
1. Reduce unit and overall shared services costs
| Strategies |
Status Update |
| Determine the optimal delivery model for each service type |
Completed |
| Recruit or train contract management staff for management of IT partner relationships and service contracts |
Underway. Recruitment of staff has commenced under the leadership of the ASD Project Secretariat |
| Provide coaching to ministries and partners on the practical application of technical and business process service level standards |
Training developed and implemented for Employee Self-Serve and iProcurement systems |
| Perform ongoing review and streamlining of business processes to achieve cost savings |
Ongoing. Activity-based costing/management workshops have been conducted in a majority of Solutions BC's operations to identify opportunities for improvement |
| Expand use of shared services to the broader public sector to create greater economies of scale |
See performance measure below |
| Performance Measure |
2002/03 Actual |
2003/04 Target |
2003/04 Actual |
2003/04 Variance |
| Percentage of total revenue generated from the broader public sector |
N/A |
12% |
22.6% |
+10.6
percentage points |
Discussion
This performance measure is designed to represent the growth in shared services use in the broader public sector. This will create economies of scale, which in turn will reduce the unit costs to all Solutions BC clients. It is based on published budget data for specific accounting categories. In future performance reporting, this measure will appear as growth in actual revenue, rather than as a percentage of the total revenue. This revised measure will better represent the expansion of shared services to the broader public sector. See Appendix F for further information.
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Objective:
2. Maintain a high level of client satisfaction
| Strategies |
Status Update |
| Develop Client Service Level ratings for each line of business |
Completed |
| Establish and monitor Service Agreements |
Completed |
| Conduct client satisfaction surveys and use information to improve operations |
See performance measure below |
| Performance Measure |
2002/03 Actual |
2003/04 Target |
2003/04 Actual |
| Satisfaction rating of agency clients with price, service and accountability |
52.5% |
Exceed baseline |
See "Discussion" box below |
Discussion
This performance measure focuses on the satisfaction of the clients — the people who buy the services provided by Solutions BC — with the services their ministry received from Solutions BC. In practice this measure has proven difficult to quantify due to the small number of people who make up the group of clients (approximately 45). Other methodologies to measure the satisfaction of Solutions BC clients are being pursued.
In addition, Solutions BC is conducting customer satisfaction surveys, which focus on the end user of Solutions BC's services. Four of the specific business offerings within Solutions BC conducted customer satisfaction surveys during 2003/04. These surveys probed satisfaction with specific attributes of the services. Satisfaction levels were generally quite high, with the percentage of customers satisfied ranging from 62 per cent to 95 per cent, depending on the attribute and service. A summary of the results from these surveys can be found in Appendix F. Appendix F also contains information about how both the client and customer survey results were calculated.
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Objective:
3. Be accountable to its client base
- Establish transparent costing/pricing/billing framework
- Report on benchmarking and performance measures
| Performance Measure Target |
2003/04 Actual |
| Benchmark service levels and costs with industry leading practices |
Benchmarking has begun |
Discussion
In addition to the client satisfaction surveying discussed earlier, the lines of business began a program of benchmarking during fiscal year 2002/03.
The benchmarking has four dimensions:
1. Customer satisfaction surveying: customers are surveyed to determine their overall satisfaction with the services they receive, and to identify process improvement opportunities. These results have established a baseline against which future survey results can be compared. Information about customer surveys that have been conducted to date can be found in Appendix F.
2. Internal financial/process benchmarking: this is based on Activity Based Management (ABM)4, and allows the business units to assess where process improvement may generate efficiencies through the adoption of a continuous improvement process. In total, 12 areas of Solutions BC undertook the development of an ABM process during 2003/04.
3. External benchmarking against industry leading practices: cost savings from centralized procurement activities and central procurement operational costs as a percentage of value of total goods and services purchased have been identified and measured, and have been incorporated into the performance measures in the ministry's 2004/05 – 2006/07 Service Plan. For details about these measures and the results achieved, please refer to Appendix F. Measurement activities such as year-over-year comparisons of key operational/performance measures, also take place. Other comparison benchmarks are being investigated.
4. Comparisons with shared services organizations in other provinces, notably Alberta and Ontario.
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