1. Ken Dobell Deputy Minister to the Premier and Cabinet Secretary Renewal: Sustaining Excellence in the BC Public Service

2. 2 Presentation Overview  Renewal Background  Corporate HR Plan highlights  HR Organization  Sustaining Renewal

3. 3 BC Public Service Profile  Conglomerate of 20 Ministries  Numerous business lines  Largest employer in BC  Workforce widely dispersed  Highly unionized @ 85%  Women = 58% Men = 42%  51% of Managers may retire in less than 8 years  800 + distinct occupations

4. 4 Our Key Challenges Public Service Renewal / A Corporate HR Plan People Management Challenges Addressing: Lack of people strategy Leadership challenges Poor performance Accountability Inflexible & de-motivating workplace practices Insufficient training & development Declining employee / employer relations Environmental Challenges Manage the implications of: Fiscal & resource constraints Changing public expectations Evolving public service employment relationships Employee demographics and development needs

5. 5 The Opportunity Scales of Engagement + Productivity Service to the Public Organizational Success! + = The Work Environment Survey by Auditor General concluded:

6. 6 B.C. Public Service Vision “To achieve excellence in public service” Service excellence: A professional public service that delivers the highest service quality and value for British Columbians Work environment excellence: A dynamic work environment that promotes innovation, learning and results People excellence: Passionate people who take pride in making a difference for those they serve

7. 7 B.C. Public Service Values  Integrity: To conduct ourselves in an ethical, honest, consistent and professional manner  Responsibility: To deliver affordable client- centred service and stewardship on behalf of citizens  Accountability: To enhance efficiency, effectiveness and value in public services  Respect: To treat those we serve, and each other, with courtesy, fairness, dignity and trust  Choice: To foster innovation and creativity in providing quality services

8. 8 Corporate HR Plan Strategic Goals Proactive and Visionary Leadership Effective People Strategy Performanc e Focused Workplace Flexible and Motivating Work Environmen t Learning and Innovative Organizatio n Progressive Employee- Employer Relations To achieve excellence in public service

9. 9 Corporate HR Plan key to Government Planning Process Individual Plan Corporate HR Plan Ministry HR Plan Div/Branch HR Plan Individual Performance Planning Div/Branch Service Planning Ministry Service Planning Government Strategic Planning

10. 10 Highlights Proactive & Visionary Leadership  29 ‘Leadership in the New Era’ Workshops completed with 2400 attendees  22 ‘Leadership Action’ Workshops completed with 1300 attendees  Corporate HR Plan and Ministry HR Plans developed  A new Leadership Centre launched April 1, 2003

11. 11 Highlights Performance Focused Workplace  Employee Performance Management (EPDP) –Employee focused and co-managed with supervisors –performance plan focuses on work goals, competencies & development –All employees will have by 2004/05 –iPlan: online system for EPDPs available –360° Leadership Development Surveys

12. 12 Highlights Performance Focused Workplace  Competency Framework -B.C. Public Service competency dictionary in use -Core Public Service and leadership competencies identified -Learning programs developed based on core and leadership competencies -New processes to be implemented such as behavioural interviewing -Tools available include development resource guide and behavioural interview tool, competency builder kits

13. 13 Highlights Learning & Innovative Organization  Corporate Learning Strategy ensure focus on critical development needs of the public service  ‘Leading the Way’ leadership and management development program

14. 14 Highlights Flexible & Motivating Work Environment Recruitment  A new focus: 1.Emphasis on outcomes 2.Building organizational capacity 3.Every applicant treated as a potential future employee  Managers now have full authority on staffing  Merit retained, rules reduced, creativity encouraged

15. 15 Highlights Flexible & Motivating Work Environment  Job Classification Process  A shorter and faster process  First ever delegation directly to senior managers for standardized job classifications  One window access for non-delegated job classifications

16. 16 A New HR Organization

17. 17 New Principles for the HR Organization  Maintain a high level of client satisfaction  Reduce Costs  Be accountable to the client

18. 18 Structure & Responsibilities  Three key elements to the structure –BC Public Service Agency –The Leadership Centre –Ministry Strategic HR Offices

19. 19 Ensuring Success  Commitment to continuous improvement  Role of Technology  Accountability Mechanisms

20. 20 The past 24 months…  The first Corporate HR Plan  An effective workforce adjustment strategy  The establishment of Leadership Centre  Introduction of a new HR Organization for the BC Public Service

21. 21 In Conclusion…  Achieving our Vision needs ongoing leadership  Change takes time and sustained effort