Report on Performance

Overview of Ministry Goals and Linkage to Government Strategic Goals

The Government Strategic Plan is based on three overriding goals: economic growth, a supportive social fabric and healthy communities and environment. An innovative and goal‑oriented public service is essential to achieving these goals.

The BC Public Service Agency's mission — to provide leadership and services in people management to support excellence in public service — supports all three of the government's strategic goals.

Report on Results

Synopsis of Agency Results

Goal 1

Clients respect the Agency as a trusted and critical business partner.

Core Business: All.

Objectives

1. Human resources are delivered by a shared services organization that is customer-centric.
2. The Agency has a profound understanding of our clients' business requirements and best practices in human resource management.
3. Human resource professionals have the business literacy skills required to serve the business needs of ministries.
4. Deputy Ministers' Council is supported to achieve their Corporate HR Plan.
5. Line management accepts ownership of human resource management.
6. Human resources staff exhibit professionalism and are recognized for demonstrated competence, depth and high-calibre knowledge in all human resource disciplines.
7. The Agency has strong partnerships and relationships with managers and executives.

Key Strategies

1. Increased movement of human resource staff to line management roles and brought line managers and program staff into the human resource organization.
2. Engaged and involved line management and ministry strategic human resources personnel in the development of policies and programs.
3. Used ministry service plans as a foundation for developing human resource priorities.
4. Built business knowledge, problem diagnosis and consultation skills capacity in human resource staff.
5. Implemented action plans to address service issues identified in the Client Satisfaction Survey.
6. Benchmarked human resource processes, practices and systems against best practices to ensure the Agency and Leadership Centre are offering "best in class" to our clients and partners.
7. Capitalized on expertise from the Leadership Advisory Board to broaden the use of best practices in human resource management.

In achieving this goal the Agency undertook a number of initiatives to strengthen the knowledge and understanding of individual clients' needs and satisfaction levels at both a local and provincial level. Meetings with Ministry Executive Teams, focus groups and the implementation of point-of-service surveying provided clients and customers with opportunities to discuss their specific needs. These initiatives also provided the Agency with opportunities to receive feedback on satisfaction levels and improvements needed to better service clients and customers.

The Agency also needs to ensure its services are "best in class". In 2004/05 the BC Public Service Agency engaged in a study to benchmark processes and costs against other public and private sector organizations across North America. This benchmarking study demonstrated that the Agency is very competitive in terms of costs. In terms of cost efficiency, the HR Organization in British Columbia has been placed in the first quartile as compared to World Class Organizations and comparable organizations. In terms of overall efficiency and value, the HR Organization in British Columbia also scores high but not quite at the first quartile level.

In addition, an activity process review was conducted in two of the divisions with the assistance of the Office of the Comptroller General. These findings, together with other data, resulted in the development of an action plan that was presented to the Minister in October 2004. This included a refocusing of the Agency's service plan and resources, a renewed commitment to the Agency's eBusiness and Business Transformation strategy and the establishment of a project team to undertake improvements to the Agency's recruitment and hiring services.

Performance Measures and Results

When the BC Public Service Agency was formed in 2003, it was charged with reducing costs, increasing customer satisfaction, and shifting accountability for human resources back to managers and supervisors. This measure focuses on the Agency's commitment to customer satisfaction and was obtained using a satisfaction survey administered by BC STATS. Supervisors, managers, and executives were asked about their overall satisfaction with the quality of services provided by the BC Public Service Agency. A key difference in measuring satisfaction in 2004/05 was the separation of executive clients from manager and supervisor customers. This year, executive clients (ML 9-12) were sent a shorter, strategic-level survey, while managers and supervisors, who are direct customers of the Agency, were sent a longer service-oriented survey. Both surveys contained the same question regarding overall satisfaction. Customers were 17 percentage points more satisfied with Agency services overall than were clients, with clients being 52 per cent satisfied overall and customers being 69 per cent satisfied overall. However, the weighted average for both groups, 68 per cent, is higher than the baseline of 53.9 per cent before the Agency was created.

While annual satisfaction surveys are useful as a high level indicator, they do not provide enough detail to be useful for implementing specific change initiatives. Consequently, in June and July 2004, the Agency conducted focus groups as a follow up. These sessions were a rich source of information that resulted in the Agency undertaking a number of business transformation projects. In addition, the Agency learned that in order to be truly useful for continuous improvement, specific and immediate customer feedback is crucial. Therefore, in January 2005, the Agency implemented point-of-service surveying to obtain immediate feedback about specific service experiences. A key difference between the Agency's point-of-service survey and the annual customer satisfaction survey is that the point-of-service survey is not anonymous. Follow-up phone calls with customers as a result of their point-of-service feedback are another way that Agency staff solicit concrete service improvement suggestions. While the point-of-service survey tool currently lacks the scientific rigour to be definitive, the satisfaction scores have been overwhelmingly positive, averaging 4.45 out of 5. Overall, the satisfaction scores haves increased significantly from 2003/04 and the Agency is in an even better position entering the 2005/06 fiscal year to continue to improve service delivery to our customers and clients.

Expanding the client base of the Agency is one of the strategies to ensure that clients benefit from taking advantage of economies of scale resulting in the lowest prices. The Agency is looking at ways to attract and retain clients through a combination of costing/pricing transparency, better product and service information, and improved customer service.

Over the 2004/2005 fiscal year the full service client base of the Agency has remained stable. However, the partial service non-public service client base has increased by an additional eight clients in fiscal 2004/05, which reflects the Agency's commitment to expanding the client base. This type of shift is not captured by the current calculation method and the measure does not accurately portray the total client base, so this measure will no longer be reported in 2005/06 (e.g., when ministries amalgamate or collapse, the Agency's actual client base does not change, even though it appears that the number of clients has decreased). The Agency will be developing other ways to track its client base.

Goal 2

Clients receive seamless, efficient and innovative products and services from the human resource organization.

Core Business: All.

Objectives

1. Agency products and services meet clients' needs and provide good value for money.
2. Services are timely and relevant.
3. Clients appreciate the ease of doing business they experience with the Agency.
4. Services are differentiated based on client need.
5. Partnerships with ministry strategic human resource staff facilitate integrated service delivery.
6. Solutions are innovative and based on best practices in human resource management.

Key Strategies

1. Benchmarked the cost of core services with both public and private sector human resource organizations.
2. Continued to identify high cost areas and reduce costs through process improvement.
3. Commenced design and implementation of a sustainable and practical costing model to be completed in 2005/06.
4. Launched a Hiring Project to develop new services to equip managers with the means to successfully hire the people needed now and in the future.
5. Leveraged and focused overall spending on training and development in ways that are targeted to high priority areas.
6. Developed draft standards for service delivery in core human resource service areas.
7. Capitalized on technology to improve service delivery and reduce costs.
8. Restructured the service delivery model to provide integrated services across the province.
9. Increased the partial service client base by eight and maintained the regular client base.

The Agency delivers its services through a variety of mechanisms including direct services, technology, consultative advice, partnerships and relationships with internal and external providers. A number of enhancements to programs and products, and technology, occurred during the reporting year increasing the Agency's efficiency in delivering its services. InView, the employee portal, was launched in November 2004 to provide public service employees with a gateway to information, web-based tools and e-services. This portal is powered by identity information, which allows the Agency to target information to specific customer and client groups.

Implementation of an online self-registration system for the Long Service Awards and an online donation form for employee donations to the Provincial Employees Community Services Fund resulted in faster access to the programs for employees.

Performance Measures and Results

This performance measure tracks how much the Agency charges per full-time equivalent (FTE) for transactional HR services. The review and development of a costing/pricing model was initiated and will be finalized in 2005/06 by providing the Agency with the ability to provide clients with value for money data and identify areas where improvements can be achieved.

The BC Public Service Agency recognizes the importance of service standards to our clients and customers. In this fiscal year the Agency has focused on understanding both the service standards that constitute a world-class organization and the factors that drive customer satisfaction. In 2003/04 the Hackett group was contracted to conduct a benchmarking study of the HR organization as a whole. The information gathered through the 2003/04 annual satisfaction survey and customer focus groups was used to develop a model of what drives satisfaction. These activities enabled the development of draft standards that articulate the level of service that customers of the Agency can expect to receive. In the coming months, the Agency will consult with customers and clients on the draft standards. While the development of service standards is expected to be a continually evolving process, the first services standards will be finalized in 2005.

Once service standards are finalized through focus testing with customers and clients, measurement methods will be established and tracking and reporting on them will begin.

The Agency conducted a comprehensive review of regulatory requirements and exceeded its target regulatory reductions. The target percentage of reductions was six per cent and the Agency achieved a 19 per cent reduction.

Goal 3

All public service managers have human resource knowledge, tools and supports to deliver the highest quality service.

Core Business: All.

Objectives

1. Line managers have the capacity and "know-how" to successfully manage human resources.
2. Information, tools, products and services are easily accessed and easy to use.
3. Agency communications raise awareness of expertise, products and services delivered by the Agency.
4. The Agency is focused on delivering "only what we do best".
5. Access to services through multiple platforms including e-business.

Key Strategies

1. Trained managers and HR staff in competency-based recruiting.
2. Targeted training to high priority areas to ensure that training assists line managers to successfully manage their human resources.
3. Initiated newsletters to highlight the Agency's products and services.
4. Leveraged Government's position as one of the largest employers in BC in the procurement of goods and services from the human resource supplier community by establishing Master Standing Offers for services in hiring and organizational design.
5. Developed and implemented an Identity Management tool used by the InView employee portal to target communications.

During the reporting year, new courses were rolled out to enhance managers' human resource knowledge, and use of tools and resources. The Leadership and Learning Centre conducted a comprehensive training and development needs assessment to inform the setting of priorities for training offerings to ensure targeted training to high priority areas is delivered.

Human resources training to support line managers and supervisors was expanded in the areas of occupational health and safety, disability case management and labour relations, with new courses being developed and delivered throughout the province. Agency staff were reassigned to provide more dedicated resources to develop and deliver labour relations training, including specialized training packages. A series of web-based guidelines for supervisors and managers were developed to provide an overview of occupational health and safety, as well as guidelines and practices surrounding specific occupational safety issues (i.e., workplace inspections, occupational first aid, violence in the workplace).

The initial launch of the employee portal (InView) was focused at managers and provided access to the Labour Relations Practitioners' Worksite, including the arbitration award database and contract interpretation manual. Additional resources, including new tools for use in the hiring process, will be added in 2005/06.

Performance Measure and Results

This data was gathered through a survey conducted by the Office of the Auditor General (OAG). The final report can be viewed at http://www.oag.bc.ca/AuditorGeneral.htm).¹

Engagement of public service employees is critical to the creation of a vibrant, sustainable workforce, and ultimately results in the provision of better customer service to the citizens of the province. In comparison to the 50 best companies, employees of the Province of BC are moderately engaged. The Agency plays a role in improving employee engagement by supporting executives and managers through corporate initiatives such as mentorship, leadership development, and employee performance and development plans. The issue of improving employee engagement continues to be a focus for the Agency in the fiscal year 2005/06.

In 2003/04, the customer/client satisfaction survey asked whether the online tools are useful and 55 per cent said that they agreed or strongly agreed. In the current survey, 72 per cent of our customers and clients agreed that the tools are useful.

While the actual result (62 per cent) was just short of the target (65 per cent), the percentage of respondents who say that they have the HR knowledge and skills has improved dramatically from last year. During the fiscal year 2004/05, there were 5,826 participants in Agency-sponsored HR courses. The Agency is committed to continuing to support managers to increase their HR knowledge and skills by providing increased opportunities for formal training (through the Leadership and Learning Centre) and informal training (through the Agency's consultants and technicians).

Goal 4

As one employer, the Province of British Columbia's interests are preserved and supported.

Core Business: All.

Objectives

1. Proactive and visionary leadership talent capacity developed in the public service.
2. Collaborative relationships with formal bargaining units that optimize productivity and build a climate of trust.
3. Employment rights and obligations are understood and consistently applied.
4. A consistent employee experience across the government of British Columbia through strengthened accountabilities for human resource management.
5. Risk is managed and mitigated.
6. Sound governance is provided.
7. The overall needs of government are balanced with client and customer needs.

Key Strategies

1. Launched the first annual Premier's Innovation and Excellence Awards.
2. Accelerated the development of leadership talent across government through the introduction of corporate succession planning.
3. Developed and delivered 2 executive leadership forums and 6 Learning Leader workshops designed for middle managers.
4. Completed three policy reviews.
5. Researched and developed recommendations for a new market-based management compensation system that is performance based while ensuring cost containment.
6. Supported cost containment and risk mitigation in health and safety and labour relations.

The Agency supports clients (government ministries/agencies/etc.) achieve their human resource needs to deliver on government and ministry goals and objectives through leadership and services. To ensure consistency and a one-employer approach, the Agency conducts policy compliance reviews and provides advice and interpretation of the collective agreement. These and future policy reviews ensure consistency in the delivery of human resource policies across government and a consistent employee experience.

The Agency continues to assess the risks and consequences of potential precedent setting arbitration awards resulting from grievances and other dispute resolution procedures in order to minimize cost impact and to preserve operating flexibility. Training to 444 employees through Effective Discipline in the Workplace and Labour Relations: An Introduction was provided to increase managers' and supervisors' knowledge and understanding of their role as an employer. In December 2004, each Deputy Minister received a ministry-specific workplace health report outlining workplace health costs and utilization rates for 2003. These statistics and discussions with clients will aid in the development of strategies and programs to contain or decrease workplace health benefit costs across government.

The Agency supports its clients to implement their specific human resource and people strategy plans through the services it provides. Services focus on performance management, succession planning and leadership training and development. This supports the development of leadership capacity in the public service and ensures leaders for the future. As compensation and benefits are integral to the employer's ability to retain and attract employees who foster excellence in the public service, annual personalized total compensation statements were sent to employees to raise awareness of the total value of their compensation (both salary and benefits).

The first annual Premier's Innovation and Excellence Awards, administered by the Agency, was launched in November 2004 with 77 nominations received and four awards presented in the categories of Innovation, Leadership, Partnership and Service Excellence. These awards aim at highlighting and reinforcing progressive management practices and recognize innovation, leadership and new ideas to improve service delivery.

Performance Measures and Results

The Agency completed policy compliance reviews related to three policies: the Oath of Employment, Standards of Conduct for Public Service Employees, and Discrimination Prevention Training. The purpose of these policy reviews was to evaluate compliance with policy and to identify areas where the policy or practice needs improvement. Information gathered from these policy reviews will be used to improve the consistency of information provided to new employees, improve orientation practices across the public service and update policy and practices where required.

In 2003, succession planning was introduced to address the need to fill senior vacancies that are predicted to increase as a result of anticipated retirements at Assistant Deputy Minister and Deputy Minister levels. In 2003, executives identified 75 Province of BC employees as succession planning candidates. Of these 75 people, 62 per cent have been promoted or assigned new roles. In November 2004, a new succession planning selection process was initiated that enabled employees to self-select. While the final selection of candidates was not complete at the time of this report, there are 180 potential spaces in the program. This group will receive accelerated training and will be tracked to determine the percentage that have been promoted or assigned new roles.

Since the inception of the succession planning program, individuals filled 66 per cent of executive recruitments from the pilot group that resulted in:

• Significantly reduced cost per hire for executives;
• Reduced recruiting time; and
• Increased productivity from entry into the new position to effective performance, versus the time required for a candidate outside of the BC public service to be fully oriented and effective.

It is also believed that identifying internal talent for promotion from within the public service has a positive impact on employee engagement and retention.

Deregulation

In 2004/05, the Agency continued deleting obsolete policies, consolidating and streamlining existing policies and minimizing duplication between policies and collective agreements. Considerable attention was focused on reducing regulatory requirements in policies related to benefits.

As illustrated in the following table, the Agency has exceeded its regulatory reduction targets for 2004/05 with a reduction of 1,084 regulations from a baseline of 5,760. The Agency is continuing to count regulatory requirements and is committed to maintaining a zero per cent increase to our baseline count as well as continuing to identify further regulatory reduction and regulatory reform opportunities.