Citizens' Services — Continued

Report on Performance

Introduction

This section describes progress made by Citizens' Services over 2005/06 towards achieving the five goals defined in its 2005/06 – 2007/08 Service Plan Update published in September 2005.

Since the publication of the 2005/06 – 2007/08 Service Plan Update in September 2005, the 2006/07 – 2008/09 Service Plan was developed. It is the intent in this 2005/06 Annual Service Plan Report to foreshadow the ministry's future direction as articulated in the 2006/07 – 2008/09 Service Plan. To see at a glance the changes between the two plans see Appendix 2 which juxtaposes the plans, section by section in a table.

The Ministry of Labour and Citizens' Services 2005/06 – 2007/08 Service Plan Update, published in September 2005, was aligned with Government's 2005/06 – 2007/08 Strategic Plan and particularly, with the Five Great Goals and the Cross-Ministry Initiatives which were introduced in that plan. Strategies were also developed to address the issues/risks identified in the Planning Context section of the 2005/06 – 2007/08 Ministry Service Plan Update (see page 26 of the plan).

Citizens' Services continues to improve its process to ensure its reporting is credible, reliable and relevant. Its performance management system includes clear assignment of measure/strategy responsibilities and corporate oversight through the Performance Measurement Committee and the Executive Committee. It provides quality assurance with respect to the measures, methodologies and targets; monitors quarterly progress; and uses the updates to inform decision-making so that early corrective action can be taken.

Note: The Methodology Report (available at http://www.labour.gov.bc.ca/pubs/related/pmr-ar_citizens.pdf) provides an overview of Citizens' Services performance management system and detailed descriptions for each measure (including purpose, methodology employed, target rationale, data and benchmarking sources).

Overview

The 2005/06 – 2007/08 Service Plan Update was a transition plan; the ministry was given new responsibility for leading the cross-government Citizens-Centred Service Delivery Initiative and consequently a great deal of planning activity was initiated. Deliverables were also achieved against each of the goals in the Service Plan Update. Planned progress was achieved for 44 of the 45 strategies included in the plan. Progress for one strategy was delayed (the contract to develop an integrated channel management strategy has been negotiated and is awaiting a funding decision). For the 17 measures in the plan:

The Performance Scorecard that follows provides a rating of 2005/06 results for each of the performance measures and supporting strategies included in the 2005/06 – 2007/08 Service Plan Update. It is followed by a discussion of results, by goal. This discussion includes progress on key strategy accomplishments and a variance analysis explanation of measure results relative to the 2005/06 targets, including baseline, trend and benchmark (internal and external) information, wherever possible. Information is provided on plans to address any performance gaps and future performance targets are included.

In preparing the Service Plan for 2006/07 – 2008/09, the ministry reduced the number of performance measures to reflect government's direction to focus on the few critical aspects of performance, with an emphasis on measures that are corporate in scope and of the greatest strategic importance to Citizens' Services.

The results of the nine measures that are not included in the 2006/07 – 2008/09 Service Plan are summarized below and explained more fully in Appendix 1.

Goals, Objectives, Strategies and Performance Measures

Goal 1: Citizens, businesses and the broader public sector have cost-effective and efficient access to government services and information.

Offering customers (citizens, businesses and visitors) more choice in how they connect with government ensures customer-focused service provision. Improving and increasing access to government services and information through the Internet provides a cost-effective option for service delivery.

To meet the objective of providing citizens with more choices in how and when they access government services three strategies were implemented. Achievements against strategies include:

Results achieved related to the objective of providing cost-effective and efficient service delivery channels include:

Rate of customer satisfaction (Service BC) (index) measure

This measure demonstrates how satisfied customers are with the quality of service provided when they access government programs and information through Service BC service channels. The 2005/06 customer survey results indicate customer satisfaction with the quality of service from Service BC met the target.

The rate of customer satisfaction for Service BC combines the satisfaction scores of customers of Service BC – Government Agents and Service BC – Enquiry BC from surveys conducted in March 2006. Since 2002, the satisfaction ratings have consistently been in the mid-ninety per cent range. These results are the highest of any single-window government service provider from across Canada who has contributed to the Common Measurements Tool benchmarking database. The target for 2006/07 is to continue to meet or exceed a 96 per cent customer satisfaction rating.

Average per minute cost for service delivery measure

This measure evaluates the cost of delivering services through two of Service BC's channels — over-the-counter service provided by Service BC – Government Agents and the toll-free phone services provided by Service BC – Enquiry BC. It tracks the efficiency of the operation of these two services and is used to demonstrate progress in these areas. The performance result is influenced by factors such as: more efficient use of resources; expansion in the number of services provided; operating costs; and working with Service BC's client agencies to reduce the time it takes to deliver their services.

The target was not met. Factors which influenced the outcome include: a modest decrease (-0.4%) in workload volume due to the decline in the service volume of some client ministries; and an increase in spending of +2.7 per cent, consisting primarily of increases in IT costs. The target for this measure must be revisited to reflect organizational and budget changes.

Goal 2: Core government and the broader public sector receive cost-effective and efficient internal management services.

Government directs ministries to operate in an innovative, results-oriented and accountable manner. Citizens' Services contributes by reducing duplication and streamlining delivery of internal management services. Shared Services BC, one of government's shared service organizations, offers internal corporate management services (information technology, finance and administration, payroll, and procurement and supply services) to the public sector in a co-ordinated and customer-focused manner.

Progress has been made on each of the strategies designed to meet the objective of maintaining customer and client satisfaction.

Achievements relating to the objective to reduce overall shared services costs include:

One significant additional strategy, to successfully transition BCBC into the Ministry of Citizens' Services, was added after the 2005/06 – 2007/08 Service Plan Update was published.

Average customer satisfaction rating with service (index) measure

Customer satisfaction provides an indicator of how satisfied public sector staff are with the availability, usability and delivery of internal shared services provided by Common IT Services (CITS), Human Resources Management Systems (HRMS)/Payroll Services, Common Business Services – Corporate Accounting Services (CBS-CAS) and Common Business Services – Procurement and Supply Services/Strategic Acquisitions Intellectual Property (CBS-PSS/SAIP). Customer satisfaction ratings are used to continuously improve the quality and effectiveness of the services provided by Shared Services BC.

1	The 2004/05 baseline has been restated to reflect an equal weighting of each of the 4 business areas for which customer satisfaction surveys were completed: CITS, HRMS/Payroll Services, CBS-CAS and CBS-PSS/SAIP.

The average customer satisfaction rating for Shared Services BC in 2005 was 69 per cent. This rating is based on an index of the most recent customer satisfaction results for the four Shared Services BC business areas. In 2005/06, a decline occurred in two business areas: HRMS/Payroll Services (60%); and CITS (68%). Common Business Services-PSS/SAIP received an 83 per cent satisfaction rating which is consistent with their target. The CBS-CAS rating was 62 per cent (2004/05).

The lower satisfaction rating for HRMS/Payroll Services and CITS is attributed partly to the significant technology changes and business process redesign implemented in 2005/06. These changes impacted over 25,000 public sector staff across government. In the case of HRMS/Payroll Services, the changes involved the introduction of more rigorous requirements for specific processes, primarily leave management. CITS also introduced a new service delivery model for workstation support services which included work station support (helpdesk and incident management), file and print services, and a major technology upgrade (new desktop hardware and software). Both groups have initiated service transformation strategies and action plans to improve aspects of business management and service delivery. Most of the changes resulting from these initiatives will be implemented by the end of 2006/07 and it is expected that customer satisfaction levels will improve when service is stabilized.

Average client satisfaction with effectiveness of service delivery (index) measure

This measure is an indicator of how successful Shared Services BC is in meeting client expectations and service requirements for Common Business Services – Corporate Accounting Services (CBS-CAS), HRMS/Payroll Services and Common IT Services (CITS). Shared Services BC clients are the senior decision makers for organizations within the public sector who purchase internal management support services. By monitoring client perceptions about the services they receive, Shared Services BC can refine service delivery processes and drive satisfaction to higher levels.

The 2005/06 results indicate that overall 56 per cent of clients were satisfied or very satisfied with Shared Services BC's performance. Client satisfaction varied among the business areas. Common Business Services – CAS received an overall rating of 86 per cent of clients indicating they were satisfied with this area's performance. This positive rating reflects the maturity of processes and technology for the financial application portfolio that this group manages and the successful implementation of their change management and communication strategies.

The overall client satisfaction ratings (satisfied or very satisfied) for HRMS/Payroll Services was 45 per cent and for CITS was 37 per cent. These lower ratings are partly attributed to the amount and complexity of technology and business process changes introduced this year. Of note is that a significant percentage of survey respondents indicated they were neutral in rating their satisfaction. Comments received suggest that clients understood the challenges faced by the service delivery providers and are expecting improved service in 2006/07. Both CITS and HRMS/Payroll Services have taken action to address service issues and technology implementation challenges encountered in the transition and implementation of the new service delivery models.

Because the methodology for assessing client satisfaction has changed, the previous target cannot be reported against. The client satisfaction ratings reported in the two previous service plans were derived from surveys of a cross-section of senior decision-makers conducted by BC STATS to measure how effectively shared services were delivered. The previous surveys had consistently low response rates. A new methodology developed to address this issue and produce a more representative and accurate assessment of client satisfaction was implemented this year. Cross-ministry client advisory councils for three areas of Shared Services BC (HRMS/Payroll Services, CBS-CAS and CITS) were surveyed about specific aspects of service delivery and support and business relations as well as their perceptions about the overall performance of Shared Services BC business areas. The baseline and targets for this measure will be defined early in 2006/07.

Central procurement operational costs as a percentage of value of total goods and services purchased measure

The efficiency of the government's central procurement services compared to the industry standard is evaluated by this measure. The measure is calculated by comparing fully burdened operating costs incurred by the Purchasing Services Branch (PSB) to provide procurement services, to the total value of the goods and services purchased through the branch.

1	This performance result has been restated as a weighted rolling average of 2004/05 and the previous two fiscal years.

Purchasing Services Branch achieved its target of total operating costs being one per cent or less than the total value of goods and services purchased. The 2005/06 result of 0.78 per cent is the three-year weighted rolling average for the period 2003/04 through 2005/06. Taking the weighted average of the results from the previous two and current fiscal years provides a more accurate representation of performance because it takes into account the variability in the annual expenditures for goods and services year over year. For the three-year period this measure covers, the cost of PSB was $8.6 million while the total value of goods and services procured was $1.1 billion. The 2005/06 result is up from 0.72 per cent weighted average for the previous year reflecting a decline of $62 million in the total value of procurements and an operating cost increase of $251,000. PSB has implemented Activity Based Costing to identify opportunities to streamline processes and improve its efficiency and cost-effectiveness.

Goal 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.

The ministry facilitates and leads a number of government-wide initiatives designed to transform service delivery. Network BC, the Alternative Service Delivery (ASD) Secretariat and the Service Delivery Initiative Office act as agents of change or catalysts for many of these initiatives.

Progress was achieved on each of the strategies implemented to enable government-wide co-ordination and efficiency in the delivery of services.

Percentage of communities with access to broadband facilities measure

This performance measure demonstrates the level of success in providing communities with access to broadband facilities. As part of its goal to make B.C. the most educated and literate jurisdiction on the continent, the Province is investing in infrastructure to bring broadband access points to 366 communities by the end of 2006. Closing the digital divide will increase the capacity of citizens and communities to take advantage of information technology to improve access to health, education, business and other government services.

The 2005/06 target for this measure was met. As of March 31, 2006 there are 312 communities of 366 that have a high-speed connection point. Significant progress has been made to close the digital divide since the original targets were established by the Premier's Technology Council in 2001. The performance result for 2004/05 exceeded the 75 per cent target and represented significant improvement from the 2003/04 base of 54 per cent. The 2005/06 performance result included service upgrades in many communities that had very limited broadband service. While it represents a small impact with respect to the number of overall communities served, it represents a huge increase in the number of citizens and businesses within the area who can access high-speed service for the first time. By the end of December 2006, the balance of the communities will have high-speed connection points in place (with the exception of four communities that will have their connections in place in early 2007). The 2006/07 target of 100 per cent represents the completion of the work required to provide all the communities identified by the Premier's Technology Council with access to broadband.

Goal 4: Government has effective governance for information and its technology infrastructure.

The Chief Information Officer defines the corporate requirements for information management and information technology, and assists ministry and program managers to achieve their service objectives as well as promoting corporate or government objectives.

To strengthen and secure information and technology infrastructure processes and practices across government, key achievements were:

Per cent alignment with ISO 17799 industry security standard measure

The ability to provide better service delivery to citizens is dependent on the provision of secure access to government services and information. The intention of this measure is to demonstrate the government's rate of success in meeting industry standards and best practices for information security.

The target for this measure was not met. A delay in the implementation of infrastructure security projects contributed to the 2005/06 result of 60 per cent alignment with the ISO 17799 security standard.

This measure will be replaced with a new measure that will use the International Security Forum (ISF) assessment framework. This framework is based on the ISO 17799, an international information security standard that sets out what security controls should be in place for best practices security.

Goal 5: A customer-focused, results-oriented, innovative, integrated and knowledgeable team.

In order to lead the transformation of service delivery across government, ministry staff must be customer-focused and result-oriented. They must also have the knowledge and skills to develop and implement innovative service delivery solutions.

The following achievements were realized against strategies implemented to strengthen the culture and provide effective leadership for the high-performing workforce that Citizens' Services requires for the future.

Rating of employee satisfaction measure

Employee satisfaction was previously measured by Citizens' Services to provide an indication of the progress being made towards ensuring that the culture and leadership supported high-performance. Starting in 2006, an annual government-wide survey will be conducted by the BC Public Service Agency. The intent of this survey is to measure the health of the public service work environment. Surveying the work environment will provide information about employee engagement.

As a result of the change in the focus for the employee survey, Citizens' Services is unable to report against the target stated in the 2005/06 – 2007/08 Service Plan Update. The results of the 2006 Work Environment Survey are not yet available.

Deregulation

Citizen's Services has met its deregulation commitments since 2002/03 and developed legislation, regulation and policy using the regulatory reform policy. In 2005/06 Citizens' Services reduced one regulatory requirement. Amendments were made to the Freedom of Information and Protection of Privacy Act (FOIPPA) to provide strong protection for personal information, limit the privacy invasiveness of extra-territorial legislation such as the USA Patriot Act, and permit government to effectively conduct its business with the global economy. The ministry also introduced training and implementation tools to significantly reduce the extra work businesses faced in becoming compliant with the Personal Information Protection Act introduced late in 2004.