Report on Performance

The government's Strategic Plan calls for the achievement of Five Great Goals that are intended to achieve a long term vision for British Columbia — a prosperous and just province, whose citizen's achieve their full potential and have confidence in the future. The Five Great Goals include the following:

The achievement of all of these goals requires a strong and nimble public service that strives to be the leader in Canada and recognized internationally for public service excellence.

The drive toward service excellence requires every employee to challenge the status quo, to look for ways to improve performance in the organization and to turn good ideas into action. Improving the way the public service operates requires a workforce that is engaged, an ability to attract and retain top talent, flexibility to adjust to emerging priorities, an ability to grow and share knowledge freely, and collaboration across various business units. Public servants are more likely to recommend the public service as a great place to work and be prepared to move beyond the status quo if they feel energized, inspired by their leaders and valued for the contributions that they make.

Fiscal 2005/06 represents a transitional year for the Agency. Whereas the 2005/06 – 2007/08 Service Plan largely focuses on the internal operations of the Agency and reflects a business approach with performance measurements based on efficiency and output, future service plans will concentrate on the services provided to customers and the Agency's corporate leadership role in human resource management with performance measures based on effectiveness and outcomes. Many of the performance measures in the service plan will no longer be useful in the future for comparative purposes (changes between the 2005/06 – 2007/08 and 2006/07 – 2008/09 Service Plans are summarized in Appendix 3).

Performance Plan Summary Table

Synopsis of Agency Performance Measure Results

This section reports on the Agency's accomplishments and performance measure achievements under each goal, in the context of its core business areas, objectives and strategies. The objectives are results-oriented statements of what the Agency intends to achieve in the short-term. The strategies outline the actions that were taken in fiscal 2005/06 towards achievement of the objectives and the goals. The performance measures were chosen to indicate the degree of success the Agency had in achieving these objectives and strategies. A more detailed discussion of the Agency's performance follows this table.

The Agency established nine corporate performance measures and targets for 2005/06 to evaluate the performance in its core business areas.

Goals, Objectives, Strategies and Performance Measures

Goal 1: Clients receive expert, timely human resource advice, guidance, products and services to support their business objectives.

The Agency continuously reviews its services working in partnership with clients in order to deliver client-centric services and refine human resource policies, processes, products, and services. Service level agreements are negotiated each year between the BC Public Service Agency and individual clients.

Core Business Area: All

Objective 1.1: BC Public Service Agency's staff cultivates effective working relationships with clients and customers. Cultivating effective working relationships is a fundamental part of the BC Public Service Agency achieving Goal 1.

Key strategies include:

Performance Measure:

1.1 Percentage of customers and clients satisfied with overall service from the Agency. Satisfaction is the ultimate outcome of effective working relationships between the Agency and our customers and clients. This is a performance measure that the Agency has tracked for the last two service planning years. However, the method of measurement has been changed to reflect best practices. In the past, this result has been obtained from one question regarding overall satisfaction with service quality from the Agency's annual client/customer satisfaction survey and has been expanded to include point of service and other methods resulting in a more comprehensive measurement. Best practices literature considers a satisfaction index that includes multiple drivers of satisfaction as being a more robust measurement tool.

This measure focuses on the Agency's commitment to client and customer satisfaction. Supervisors, managers, and executives were asked about their overall satisfaction with the quality of services provided by the BC Public Service Agency. The actual result for 2005/06 is a positive reflection of the Agency's commitment to client focused service delivery.

The Agency recognizes that partnering with ministries to address immediate and future HR challenges is an essential ingredient for success. Examples of recent successes include the following:

A critical role the Agency plays is fulfilling its "talent management" responsibilities. Talent management is defined as an integrated strategy that combines workforce planning, branding and marketing, recruitment, selection and assessment with performance management, workforce development, succession management, and retention initiatives. In future service plans, measuring government's ability to attract the talent that it needs will provide stakeholders with more constructive feedback on the Agency's HR stewardship.

Objective 1.2: BC Public Service Agency's products and services are clearly articulated and accessible.

The BC Public Service Agency provides numerous services, products and tools through its core business areas to advance the public service. Accessibility to these human resource products and services is a key element of the Agency achieving Goal 1.

Key strategies include:

Performance Measure:

1.2 Percentage of customers who are satisfied with the accessibility of Agency services and products: This is a new service planning measure; however, this data was collected in the last customer satisfaction survey conducted by the Agency. Measuring customer perception of accessibility will indicate how well the articulation and communication of our products and services support access.

During the year, groundwork to delineate between core and optional services was completed, enabling customers to choose the right mix of service to meet their needs. For instructional purposes, a web-based Managers Tool Kit was developed to provide quick access to tools required for human resource functions including staffing, compensation, recognition, and performance and development. The Agency also launched a learning portal which contains a series of fully integrated, employee-driven, skills-focused courses and resources that support learning before and after course delivery. This fundamental shift in delivery format affects all aspects of the teaching/learning experience and is expected to produce better learning results. Currently the learning portal contains a course in the Procurement and Contract Management Program (PCMC) with the purpose to build competency and improve procurement and contract management in the BC government.

This performance measure will be updated in 2006/07 to measure the percentage of managers who report they are able to retain the talent they need.

Objective 1.3: BC Public Service Agency's products and services meet or exceed agreed expectations.

This objective is crucial for the BC Public Service Agency to meet Goal 1 of providing expert, timely advice, guidance, products and services based on agreed expectations between clients and the Agency.

Key strategies include:

Performance Measure:

1.3 Percentage of the time that service standards met: Service standards were developed in the 2004/05 fiscal year through a collaborative process between the Agency and its clients. Specific measurement methods will result from the service standard development process.

In consultation with our client Ministries, new service standards were developed in 2005/06 that will be measured in 2006/07.

Over the past year, a project team has initiated development of a draft service philosophy to use as a basis for discussion and input in a series of joint client and Agency staff focus groups. Core and optional products and services have been defined and a corresponding pricing model has been finalized and endorsed by clients. All the foundation pieces for the new service standards are in place.

Although this performance measure has been replaced in the 2006/07 – 2008/09 Service Plan, the Agency recognizes the importance of articulating and continually refining a set of service standards, in order to assess the level of service provided to its clients. Service standards are a tool that will help the Agency to design and deliver a service experience to its clients that is one they want, at a time they require it, and in a manner that is useful to them. Clients will be able to evaluate the services they receive from the Agency against the commitments made in the service standards. The Agency will continue to use service standards for quality control and assurance with respect to its business objectives.

Goal 2: The BC Public Service Agency has a flexible and contemporary management infrastructure.

The BC Public Service Agency is evolving in a model that adapts and shifts to respond to clients' and corporate needs. These changes are being undertaken through a project management and business case process. Client consultation aligned with Best Practice information ensures that the Agency's products, services and programs assist clients in achieving their business needs.

Core Business Area: All

Objective 2.1: BC Public Service Agency has optimized service delivery processes.

Optimizing service delivery processes is central to the BC Public Service Agency's goal of a flexible and contemporary management infrastructure.

Key strategies include:

Performance Measures:

2.1A Percentage of Agency business transformation/service improvement projects that meet their approved objectives: This is a new measure and it reflects an Agency decision to invest resources in improving business processes. All business transformation projects will be reviewed to determine if their original objectives were met. The aggregate of these reviews will provide this measure's result.

2.1B Total cost of HR services/FTE remains competitive: The cost of HR services has been reduced from $1,120 in 2001/02 to $820 and the Agency continues to measure this cost to ensure it remains competitive.

Performance Measure 2.1A The Agency pursued seven transformative projects in 2005/06, including the following:

All seven projects were completed on time and on budget.

Performance Measure 2.1B The total cost of HR services remained static at $820 per FTE in 2005/06.

The Agency is developing a new shared services pricing model to be implemented in 2007/08. The new pricing structure consists of core and optional services. Clients and customers will then have the flexibility to purchase the right mix of services to meet their individual needs.

Core services and products are included within the service level agreement (SLA) at a pre-determined subscription level and price. Roles and responsibilities documents, Agency services, toolkits, and training packages all help identify the Agency's services and products.

Optional products and services, such as job description writing, screening, and panel support are not included in ministry SLA's. Fees will vary depending on the nature of the service and the delivery method required of Agency staff.

Core and optional services are available to the broader public sector on an hourly basis or through an ongoing service level agreement.

The definition of core and optional service packages along with a new pricing model will advance the Agency's client focused business model and provide more clarity with respect to Agency products and services.

Objective 2.2: Effective management of BC Public Service Agency's people and resources.

Through effective management of the BC Public Service Agency's people and resources, and allocating resources to high priority areas, the Agency is responding to clients' needs and improving client satisfaction. Ensuring the agency service plan and service level agreements are aligned to achieve the highest priorities as set by government and clients are crucial for the BC Public Service Agency to achieve Goal 2.

Key strategies include:

Performance Measures:

2.2 Employee Engagement rating for Agency staff: This measure focuses specifically on Agency staff. High employee engagement has been shown to result in increased customer satisfaction.

The engagement rating indicates the level of commitment or intellectual and emotional involvement in one's work and organization. Measuring the degree to which public servants are engaged in their work is a reasonable indicator of the overall quality of the public service.

Agency employees play a role in improving employee engagement by supporting executives and managers through corporate initiatives such as mentorship, leadership development, recognition, and employee performance and development plans. The issue of improving employee engagement will continue to be a focus of the Agency in fiscal 2006/07.

Objective 2.3: BC Public Service Agency's staff understand the vision, direction and philosophy of the Agency to focus our efforts.

Increasing the BC Public Service Agency staff's understanding of the vision, direction and philosophy will create a flexible, responsive and innovative infrastructure capable of focusing efforts in supporting clients.

Key strategies include:

Performance Measures:

2.3 Percentage of Agency staff who understand the vision, direction and philosophy of the Agency: The management structure of an organization is much more efficient when staff are working in alignment with the overall goals of the organization. How well our staff understand the vision, direction and philosophy of the Agency is important since front line staff are the major point of contact for our customers and the most powerful voice for the Agency. This is a new measure in this Service Plan.

This performance measure was slightly refined in the 2006/07 – 2008/09 Service Plan to measure the percentage of employees who understand how their work contributes to achieving service plan objectives. The new measure is expected to create greater employee awareness and interest in the overall strategic direction of the Agency.

To facilitate reporting in 2006/07, the Work Environment Survey for the 2005/06 – 2007/08 Service Plan Report was updated to include a question on the new performance measure. Data related to the older performance measure was not collected and, as such, the Agency is unable to quantify how many staff understand the vision, directions and philosophy of the Agency.

With regard to the new measure, 58 per cent of survey respondents understood how their work impacts the Agency's goals. Management will be striking to improve this result and is encouraged to know that a higher percentage of employees (65%) feel that the Agency is taking steps to ensure the long-term success of its vision, mission, and goals.

In 2006/07 the Agency held senior management meetings and staff roundtables focusing on the vision, direction and philosophy of the Agency. All Agency staff have participated in these discussions. In addition focus group sessions were held with client groups during which the Agency's customer service philosophy was discussed and refined.

Goal 3: The Agency contributes to the development of a workforce and work environment that promotes public service excellence.

The BC Public Service Agency Deputy Minister and Executive actively support government's longer-term strategic initiatives to improve the overall effectiveness of the public service by providing a variety of strategies, initiatives and activities across government to achieve public service renewal. All Deputy Ministers are responsible to achieve the Corporate Human Resource Plan. Another component of the Agency's role is to provide the governance framework for human resource activities to support government's initiatives and mandates.

Core Business Area: All

Objective 3.1: Effective human resource support of government's initiatives and mandates.

The BC Public Service Agency supports Goal 3 through effective human resource support to clients to deliver government's initiatives and mandates.

Key strategies include:

Performance Measures:

3.1 Percentage of clients who believe that the Agency's HR initiatives support government's ability to meet its business goals and objectives: Ultimately, the Agency's goal as an internal service organization is to assist clients in meeting government's business objectives. The Agency will be including this in its client satisfaction survey.

A number of important initiatives have been implemented or are completed:

In collaboration with ministries, these major HR initiatives will help to ensure that the workforce of the future is able to meet the strategic business and service delivery objectives of government.

Objective 3.2: Common understanding of public service management responsibilities and accountabilities.

In achieving Goal 3, this objective raises management awareness and increases a common understanding of human resource management responsibilities and accountabilities across the public service.

Key strategies include:

Performance Measures:

3.2 Percentage of managers attending human resource training who demonstrate an understanding of their human resource roles and responsibilities: In focus groups conducted in the summer of 2004, customers identified that they needed additional clarification about their roles and responsibilities as they pertain to human resources. If the Agency adequately conveys this information in the human resource related training courses, managers should have an improved understanding of their human resource roles and responsibilities. This data will be obtained from managers attending human resource related training as part of the course evaluation process.

The review of human resource policies that was undertaken in 2005/06 has resulted in a new draft to be implemented in fiscal 2006/07. A streamlined, modern HR policy framework supports the recruitment, motivation, development, and retention of a high performing public service. It will also help ensure accountabilities and responsibilities for HR management are clear and better enable employees to deliver results.

The Agency is encouraged by the above noted results for 2005/06. Current efforts to modernize HR policies will help to further address the concerns raised by customers in the summer of 2004.

Objective 3.3: Further public service renewal and Corporate HR Plan goals.

Furthering public service renewal and supporting clients' efforts to implement Corporate HR Plan goals and objectives is key to the BC Public Service Agency's goal of contributing to public service excellence.

Key strategies include:

Performance Measures:

3.3A Number of individuals identified as ready or near-ready for future leadership roles:

As noted earlier, there is an immediate succession challenge within the public service. In the next five years, 35 per cent of all executives and 32 per cent of all senior managers are likely to retire. These numbers dramatically increase by 2015, when 67 per cent of all senior executives will be eligible to retire. Leadership succession is an identified need across government for which the Agency plays a corporate role.

Succession to senior levels in the organization has been typically hierarchical, with the middle management pool serving as the most frequent source of candidates for these jobs. Past recruitment was focused on internal candidates over 80 per cent of the time and the selection process averages approximately 90 days. These statistics alone call for a new strategy that involves a number of new talent management projects, including:

In 2005/06 the Agency exceeded the goal set for new registrants. In addition the corporate HR Plan logic model was endorsed by the Deputy Ministers Council in 2005/06; a corporate HR plan was drafted; an orientation program was launched; a new learning model was approved; and a vendor was selected to assist with creating an employment brand and a recruitment marketing program.

3.3B Percentage of clients who believe that the Agency supports them to implement the Corporate HR Plan:

This newly chosen performance measure was intended to support government's future HR needs. However, in 2005/06, the public service implemented a more strategic approach to workforce planning. The new process aims to better guide ministries and the Public Service Agency in making human resource management and development decisions that meet both immediate personnel needs and the broader strategic needs of the public service. As a consequence, the Agency no longer feels that this measure will be relevant in future service plans.

Workforce planning is about getting the right number of people with the right skills, experiences, and competencies in the right jobs at the right time. Under the new workforce planning process, business and workforce information is analyzed at both the Ministry and corporate level in order to identify and address workforce risks, changes, and gaps. As a result of the new workforce planning process, ministries developed their own individual workforce plans detailing key roles, risks, workforce strategies, and work environment strategies and the government developed a corporate HR Plan detailing corporate strategies to address future workforce requirements

During the months of December 2005 and January 2006, all Deputy Ministers completed draft plans. The Agency reviewed the plans and identified corporate themes in order to develop a draft Corporate HR Plan for all of government. Consultation sessions were subsequently held with key stakeholders to review the draft Corporate HR Plan with a view to publishing the plan in fiscal 2006/07.

Deregulation and Regulatory Reform

In 2005/06 the Agency maintained a zero per cent increase to the baseline count. The Agency is continuing to count regulatory requirements and is committed to maintaining a zero per cent increase to the baseline established in June 2004.