Labour and Citizens' Services — Continued
Annual Report Appendices
Appendix 1: Performance Measures not included in the 2006/07 – 2008/09 Ministry of Labour and Citizens' Services Service Plan
Performance Measures not included in the Labour component of the 2006/07 – 2008/09 Service Plan
The 2006/07 – 2008/09 Service Plan represents a substantial departure from the 2005/06 – 2007/08 Service Plan Update in that Labour adopted a "Balanced Scorecard" approach to ensure that its goals and objectives represented a balance of several different perspectives (stakeholders, effectiveness and innovation). In addition, the number of performance measures was substantially reduced, from 30 to eight, with a view to increasing the focus on the measurement of corporate (rather than branch or program area) performance. Three of the eight measures are new to the 2006/07 – 2008/09 Service Plan, and five others are carried over from the 2005/06 – 2007/08 Service Plan Update.
The following 25 measures are not included in the 2006/07 – 2008/09 Service Plan, although they continue to be tracked at the branch or program area level.
- Number of complaints received by the Employment Standards Branch
- Number of speaking engagements and training sessions
- Average monthly Employment Standards Branch website hits
- Percentage of workforce working in industries covered by sector specific initiatives
- Number of contraventions within industries covered by sector specific initiatives
- Number of Self-Help Kit downloads
- Timeliness of employment standards cases addressed prior to adjudication
- Timeliness of employment standards cases addressed at the adjudication stage or later
- Average days lapsed from appeal to the Employment Standards Tribunal to reconsideration or disposition
- Per cent of Employment Standards Tribunal decisions received within 20 days of assignment to a Member of the Tribunal
- Per cent of reconsideration request decisions that confirm the original appeal decision
- Number of Labour Relations Board website hits
- Number of issues brought to the attention of the Labour Relations Board that are addressed before becoming formal applications
- Number of Labour Relations Board applications and complaints disposed of
- Percentage of disputes settled without a formal decision, order or declaration by the Labour Relations Board
- Number of mediator appointments under the Labour Relations Code
- Average number of days from receipt of application to the Labour Relations Board to decision
- Number of inquiries responded to by Workers' Advisers Office
- Number of Workers' Advisers Self-Help Kits distributed
- Workers' Advisers Office public education seminar participation
- Employers' Advisers Office information and skills development seminar participation
- Number of workers' appeals impacted by the Workers' Advisers Office as a proportion of all appeals in the system
- Number of appeals impacted by the Employers' Advisers Office as a proportion of all appeals in the system
- Employers' Advisers appeal intervention closures
- Backlog of appeals acquired from old system at implementation of Workers' Compensation Appeal Tribunal
The following five measures from the 2005/06 – 2007/08 Service Plan Update are contained (in their current or slightly modified form) in the 2006/07 – 2008/09 Service Plan.
- Determinations upheld by the Employment Standards Tribunal
- Proportion of Employment Standards Branch cases closed prior to adjudication
- Percentage of Labour Relations Code mediation applications settled
- Percentage of Employment Standards Tribunal cases decided within 90 days of date of appeal
- Average number of Labour Relations Board backlog cases
Performance Measures not included in the Citizens' Services component of the 2006/07 – 2008/09 Service Plan
The following nine measures are not included in the 2006/07 – 2008/09 Service Plan, and are no longer tracked corporately. The number of performance measures has been reduced with an emphasis on those that are corporate in scope and of the greatest strategic importance to Citizens' Services.
Volume of customers (end-users) served:
This performance measure demonstrates that citizens are accessing government services and information through a range of channels that meet their needs. Results are tracked for customers serviced by Service BC – Government Agents and through Service BC – Enquiry BC.
| Performance Measure | 2003/04 Actual |
2004/05 Actual |
2005/06 Target |
2005/06 Actual |
Target Met? |
|---|---|---|---|---|---|
| Volume of customers (end-users) served: • Service BC – Government Agents • Service BC – Enquiry BC |
1.99 million 1 million |
2 million 1 million |
2 million 1 million |
2 million 0.9 million |
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 Exceeded Achieved Substantially achieved  Not met  Delayed  No Report against target |
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Variance Discussion
Service BC – Government Agents. The target was met. Two million customers accessed the services provided by Service BC – Government Agents. This measure is consistent with the forecast and the previous year's performance.
Service BC – Enquiry BC. The target was substantially achieved. 0.9 million customers accessed the services of Service BC – Enquiry BC. Although short of the 1 million target, citizens did continue to receive services. The reduction in call volume is attributed to an increase in calls handled by the Medical Services Plan. With implementation of the new Health Insurance BC call centre, citizens have improved access to the Medical Services Plan.
BC on-line (transactions):
This measure tracks the volume of business customers (legal, business, government and professionals) using the on-line access to e-government services.
| Performance Measure |
2003/04 Actual |
2004/05 Actual |
2005/06 Target |
2005/06 Actual |
Target Met? |
|---|---|---|---|---|---|
| BC on-line (transactions) | 6.43 million | 6.9 million | 7.4 million | 8.1 million | |
| Exceeded Achieved Substantially achieved Not met Delayed No Report against target |
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Variance Discussion
The volume of transactions for BC on-line has exceeded the target of 7.4 million. The volume increase is consistent with the previous year's performance. The volume growth in 2005/06 is largely attributed to increased Land Title transactions linked to the active real estate market.
Rate of success in meeting service standards (Shared Services BC):
This measure assesses the success of Common IT Services (CITS) and Common Business Services (CBS) in meeting the service standards established in service schedules and catalogues. A high degree of success in meeting service standards is predictive of high levels of customer satisfaction. Service standards are monitored on an ongoing basis and variability in standards is an early warning of a disrupted process that needs attention. Swift identification of the problem and implementation of a solution ensures that customer satisfaction does not decline due to repeat service issues.
| Performance Measure |
2003/04 Actual |
2004/05 Actual |
2005/06 Target |
2005/06 Actual |
Target Met? |
|---|---|---|---|---|---|
| Rate of success in meeting service standards: • CITS (index)1 • CBS (index)2 |
N/A 98.2% |
82% 98.2% (2003/04) |
90% 96% – 99% |
76.2% 99.3% |
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| Exceeded Achieved Substantially achieved Not met Delayed No Report against target |
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| 1 | The CITS index is comprised of service standards established for Workstation Support Services and Incident Resolutions (Priority 1-4) (Source: CITS Workstation Service Monthly Operations Reports and ITIMS Reports). This measure was not reported prior to 2004/05. |
| 2 | The CBS index is based on 7 service standards related to reliability and 5 service standards for timeliness and delivery (Source: CBS Service Level Agreements). |
Variance Discussion
CITS (index): The target for this measure was not met. The performance is due to a combination of long standing service delivery issues and the implementation of a new service delivery model. Business transformation strategies to address the service level deficiencies were defined in December 2005 and are now being implemented. Significant improvements to financial processes that support service management and delivery were implemented in fiscal 2005/06. In addition, several service improvement strategies have been implemented for Workstation Support Services and are demonstrating strong positive results. These, and further business transformation initiatives, are expected to enable improved performance. This measure will be tracked internally and the results will be used to manage and improve services.
CBS (index): Common Business Services (Corporate Accounting Services, HRMS/Payroll Services, Procurement and Supply Services/Strategic Acquisitions and Intellectual Property) achieved a 99.3 per cent overall rate of success in meeting its service standards in 2005/06. This exceeded the 2005/06 target of 98.2 per cent. Service standards targets for the division are defined in three areas: reliability and availability (97.8%); timeliness and delivery (97.4%); and accuracy (99.5%). The 2005/06 targets were exceeded in all three areas.
Unit Cost: Human Resource Management Systems (HRMS)/Payroll Services and Workstation Support Services:
This measure indicates a reduction of unit costs of two key internal management services over time. The two services, HRMS/Payroll Services and Workstation Support Services, are managed by Shared Services BC and delivered through Alternative Service Delivery (private sector) partnerships.
| Performance Measure | 2004/05 Actual |
2005/06 Target |
2005/06 Actual |
Target Met? |
|---|---|---|---|---|
| Unit Cost: • HRMS/Payroll Services • Workstation Support Services |
Baseline cost per active employee Baseline cost per seat |
1.4% reduction over base 0% reduction over base |
2.5% reduction over base |
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| Not reporting | ||||
| Exceeded Achieved Substantially achieved Not met Delayed No Report against target |
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Variance Discussion
HRMS/Payroll: The target was exceeded. Two factors contributed to the positive result: technology and business process changes to the time and leave management system; and the continuous improvement and streamlining of service delivered by the third party.
Workstation Support Services: This measure will not be reported. The blend of information technology services and systems provided by Workstation Support Services and the various cost structures across ministries have changed. As a result, the cost ratio information captured by this measure is no longer valid. An alternate and improved measure has been added to the 2006/07 – 2008/09 Service Plan. The new measure is a comparative indicator on the amount of IT infrastructure spending per end-user across the government enterprise and will be compared to an external industry benchmark.
Number of multi-agency public sector transformation projects implemented:
This measure was intended to assess government's progress on improving the quality and efficiency of service delivery for specific groups of citizens, businesses and public sector organizations. The selection and implementation of the projects was made on the basis that they would address barriers to cross-ministry collaboration and advance a citizen-centred approach to service delivery.
| Performance Measure | 2004/05 Actual |
2005/06 Target |
2005/06 Actual |
Target Met? |
|---|---|---|---|---|
| Number of multi-agency public sector service transformation projects implemented | 5 projects | 5 projects | 5 projects complete; 1 project 80% complete |
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| Exceeded Achieved Substantially achieved Not met Delayed No Report against target |
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Variance Discussion
The target for this measure was met. The following 5 projects were completed in 2005/06:
(i) Seniors Services; (ii) FrontCounter BC (successfully implemented the first FrontCounter BC prototype service in Kamloops and transitioned on-going operations and development to the Integrated Land Management Bureau); (iii) Sub-division Review Process Streamlining, which became part of FrontCounter BC; (iv) Training and Leadership/Community-Based Training; and (v) Cross-Ministry Service Planning Process (this latter project was added in June and replaced the originally planned Access to Information for Recent Immigrants Project, which was put on hold). One additional project, the Channel Management Strategy, is 80 per cent complete; completion pending funding.
Progress in implementing information management and technology infrastructure processes (COBIT):
Effective decision-making processes assist in maximizing the value of government's information and technology infrastructure. This measure was based on the COBIT methodology to assess the processes supporting information and technology in terms of their level of organization and maturity. The maturity model starts with a state where there is nothing in place and moves toward one that is marked by best practices being followed and automated. The baseline and target set for 2005/06 represent an organization where processes are managed.
| Performance Measure | 2004/05 Actual |
2005/06 Target |
2005/06 Actual |
Target Met? |
|---|---|---|---|---|
| Progress in implementing information management and technology infrastructure processes (COBIT-based scales) | Level 3 of 5 industry standard maturity model | Level 3 of 5 industry standard maturity model | Not reporting | |
Variance Discussion
A result will not be reported for this measure. Due to the heavy resource burden required to fully implement COBIT (Control Objectives for Information and Related Technologies), a high level government and control framework for information and technology, its implementation as a corporate measure was not practical. Components of COBIT will, however, continue to be used by ministries and government agencies where suitable.
Percentages of viruses successfully blocked:
This measure demonstrates government's ability to minimize disruptions to computer systems by blocking viruses at strategic entry points to the province's IT infrastructure.
| Performance Measure | 2004/05 Actual |
2005/06 Target |
2005/06 Actual |
Target Met? |
|---|---|---|---|---|
| Percentage of viruses successfully blocked | 90% (estimated) | 90% | 91.2% | |
| Exceeded Achieved Substantially achieved Not met Delayed No Report against target |
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Variance Discussion
The target was exceeded. Measuring the percentage of viruses that are successfully blocked is derived from a combination of trend analysis and the reporting of actual virus infections. The implementation of Intrusion Prevention and anti-spam technology at the Internet gateway to SPAN/BC dramatically reduced the number of viruses entering the government's network. This resulted in an improvement of the overall success rate in meeting this target.
Continual technology infrastructure changes drive modifications to reporting mechanisms. As a result the methodology to support this measure is revised on an ongoing basis. Due to variability in how the measure is derived it is not possible to report results consistently. This measure will continue to be tracked but will not be reported corporately.
Appendix 2: Table of Changes — 2005/06 – 2007/08 Service Plan Update Compared to 2006/07 – 2008/09 Service Plan
| 2005/06 – 2007/08 Service Plan Update | 2006/07 – 2008/09 Service Plan | ||
|---|---|---|---|
| MINISTRY OF LABOUR AND CITIZENS' SERVICES CITIZENS' SERVICES |
MINISTRY OF LABOUR AND CITIZENS' SERVICES Vision and Mission defined for Ministry as a whole |
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| Vision | Vision | ||
| To be a leader in connecting citizens, communities and businesses with government services and a valued partner in the delivery of innovative services to the public sector | British Columbia will be a leader in Canada and recognized internationally for excellence in public service delivery | ||
| Mission | Mission | ||
| Champion the transformation of government service delivery to respond to the everyday needs of citizens, businesses and the public sector | The mission is two-fold:
• Labour will create an employment environment that meets the needs of workers, employers and unions and foster working relationships in safe and healthy workplaces • Citizens' Services will transform public services to make them cost-effective, accessible and responsive to the needs of citizens and business |
| Labour | |||
|---|---|---|---|
| Goal | Objective | Goal | Objective |
| 1. Fair and balanced employment standards that promote mutually beneficial relationships between employees and employers | 1.1 Enhanced prevention and early intervention functions of the Employment Standards Branch | 1. Laws, regulations and processes that promote productive and mutually beneficial relationships, awareness and satisfaction, and that enable compliance | 1.1 Increased client and stakeholder awareness and satisfaction through enhanced prevention and early intervention functions as well as enhanced service orientation |
| 1.2 Employment standards disputes resolved prior to adjudication | |||
| 1.3 Ensure the quality and consistency of determinations issued by the Employment Standards Branch, thereby reducing the number of decisions overturned by the Employment Standards Tribunal | |||
| 1.4 The Employment Standards Tribunal continues to provide timely, consistent and quality decisions | |||
| 2. Promote good relationships in the labour relations community from which productive and competitive workplaces can be developed | 2.1 Encourage confidence in the Labour Relations Board | 2. Timely and accurate case management and adjudication | 2.1 Improve the quality, consistency and timeliness of determinations issued by the Employment Standards Branch |
| 2.2 Increase number of Labour Relations Code applications that are resolved prior to adjudication | 2.2 Ensure timely decisions by administrative tribunals (Labour Relations Board, Employment Standards Tribunal, Workers' Compensation Appeal Tribunal) | ||
| 2.3 Increase collective bargaining mediation success rate | |||
| 2.4 Issue decisions in a timely manner | |||
| 3. Safe and healthy workplaces and a workers' compensation system that is responsive to the needs of the employees and employers alike | 3.1 Better compliance with the Workers Compensation Act and the Occupational Health and Safety Regulation by providing responsive, independent and expert advice, assistance and representation to workers and employers | 3. Innovative dispute resolution processes | 3.1 Effective and mutually beneficial alternatives to traditional adjudication and dispute resolution through self-help, mediation and alternative dispute resolution |
| 3.2 Increase efficiency of appeal system | |||
| 4. A corporate culture that supports a client-focused, results-oriented, innovative and knowledgeable team | 4.1 The ministry's culture and leadership provide the foundation for high performance | ||
| Citizens' Services | |||
|---|---|---|---|
| Goal | Objective | Goal | Objective |
| 1. Citizens, businesses and the broader public sector have cost-effective and efficient access to government services and information | 1.1 More choices for citizens and businesses in how and when they access government services and information, and for public sector clients in how their services are delivered | 1. Positive service experiences for customers and clients | 1.1 Increased customer and client satisfaction with: service availability; service usability; and service delivery |
| 1.2 Cost-effective and efficient service delivery channels | |||
| 2. Core government and the broader public sector receive cost-effective and efficient internal management services | 2.1 Customer and client satisfaction are maintained | 2. Demonstrated leadership in transforming public sector service delivery to add value and be cost-effective | 2.1 Predictable and transparent shared services costs |
| 2.2 Reduced overall shared services costs | 2.2 Value for money maximized | ||
| 3. Citizens, businesses and the broader public sector benefit from the ministry's leadership on cross-government strategic initiatives that drive the transformation of service delivery | 3.1 Innovations that enable government-wide co-ordination and efficiency in the delivery of services | 2.3 Innovations and process improvements to support government-wide co ordination and efficiency in the delivery of services | |
| 4. Government has effective governance for information and its technology infrastructure | 4.1 Strengthened information and technology infrastructure processes and practices across government | 3. A robust technology infrastructure providing for secure information management and the emerging needs of customers and clients | 3.1 Ensure secure information to build and maintain public confidence |
| 4.2 Secure provision of information and supporting technology infrastructure | 3.2 Strengthen information and technology infrastructure processes and practices across government | ||
| 5. A customer-focused, results-oriented, innovative, integrated and knowledgeable team | 5.1 The ministry's culture and leadership provide the foundation for high performance | 4. A corporate culture that supports a customer-focused, results-oriented, innovative and knowledgeable team | 4.1 The ministry's leadership and culture provide the foundation for high performance |
Appendix 3: List of Legislation Administered by the Ministry
Labour
Coastal Forest Industry Dispute Settlement Act
Community Services Labour Relations Act
Education Services Collective Agreement Act
Employment Standards Act
Fire and Police Services Collective Bargaining Act
Fire Department Act
Fishing Collective Bargaining Act
Labour Relations Code
Ministry of Labour Act (except provisions re: gas safety, electrical safety, elevating devices, boiler and pressure vessels)
Railway and Ferries Bargaining Assistance Act
Workers Compensation Act (except s. 3 (6))
Citizens' Services
BC Online Act
British Columbia Buildings Corporation Act
Document Disposal Act
Electronic Transactions Act
Freedom of Information and Protection of Privacy Act
Legislative Assembly Allowances and Pension Act
Legislative Assembly Management Committee Act
Legislative Assembly Privilege Act
Legislative Library Act
Legislative Procedure Review Act
Ministry of Provincial Secretary and Government Services Act (ss. 1, 2(4), 4)
Personal Information Protection Act
Procurement Services Act
Public Agency Accommodation Act1
Queen's Printer Act
Statistics Act
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| 1 | This Act was brought into force on April 1, 2006 |
