Annual Accountability Report for the Fiscal Year 2011/12

Transcription

1 Annual Accountability Report for the Fiscal Year 2011/12 July, 2012

2 Table of Contents Accountability Statement... 1 Message from the Minister and Deputy Minister... 2 Significant Events and Accomplishments Achieved in 2011/ Changes to the 2012/13 Statement of Mandate... 9 Financial Results Measuring Our Performance... 11

3

4 Message from the Minister and Deputy Minister We are pleased to present the 2011/12 Accountability Report for Service Nova Scotia and Municipal Relations. This report summarizes the department s activities during the period ending March 31, 2012, and highlights a number of significant achievements. The department and its staff are committed to delivering effective and responsive programs to individuals, businesses, other government clients and municipalities. Making it easier for Nova Scotians to interact with government is a key priority and it is their commitment to public service that makes our programs and services a success. In 2011/12, some of the achievements in this area included: Allowing vehicle renewals through the online vehicle permit renewal service. When an online renewal is completed, the user receives a printable receipt that is valid for 10 days as an Interim Vehicle Permit. Amending gaming and liquor legislation to reflect current licensing and regulatory practices in the province. These have improved the time it takes a business to get a license and the way disciplinary issues are dealt with. Enhancing protections for consumers by introducing the Mortgage Regulation Act and introducing regulatory reforms to the payday lender industry. Co-locating facilities to reduce operational costs and constructed/renovated new facilities to better serve Nova Scotians. Developing a strategy for the next generation of Better Regulation. This strategy and corresponding action plan are called, Better Business and fall under the JobsHere plan. Digitizing land records and original birth, death and marriage registrations to achieve efficiencies. Signing debt collection contracts with 37 municipalities and five district health authorities which will lead to increased collections revenue that will be returned to the Province, municipalities and district health authorities. The department also continues to partner with the province s 55 municipalities to help maintain strong, sustainable communities throughout Nova Scotia. Continue with the Provincial/Municipal Fiscal Review of all government municipal programs and services to determine if they are properly structured to meet municipal needs. 2

5 All of these achievements have been possible because we have dedicated and talented staff located across the province who are committed to making Nova Scotians business or personal interactions with government as simple and as rewarding as possible. Service Nova Scotia and Municipal Relations continues to work hard to serve municipalities, businesses and individuals. We are proud of our achievements for 2011/12, and look forward to another successful year working on behalf of Nova Scotians. Most Nova Scotians know Service Nova Scotia and Municipal Relations as the department that renews their vehicle permits and issues birth certificates. We provide government programs and services to businesses, individuals, and municipalities, through the channels most convenient to our clients in person, online, or by phone. We optimize our use of technology to offer round-the-clock service that is convenient, cost-effective and secure. Our work impacts the lives of Nova Scotians. We work to protect consumers, support municipalities and ensure safe roads. We balance the rights of tenants with the needs of landlords. We work to prevent underage drinking, overcrowding and over-serving at Nova Scotia liquor establishments. With our federal partners, we work to improve water quality, support recreation facilities and provide safety equipment to emergency services workers. Our work requires strong partnerships and good relationships with other levels of government, businesses and community organizations. These relationships are among our greatest strengths. They give us the opportunity to ensure that our programs and services are responsive to the needs of the people and groups they serve. 3

6 Significant Events and Accomplishments Achieved in 2011/12 Made it Easier to Access Government Information and Services Made it Easier to Complete Online Vehicle Permit Renewals Nova Scotia s Online Vehicle Permit Renewal service was integrated with the Registry of Motor Vehicles database to validate data entered by clients. Now when an online renewal is completed, the internet user will receive a printable receipt that will also be valid as a 10 day Interim Vehicle Permit from the online transaction date. This will allow a person to continue operating their vehicle if their previous vehicle permit has expired or will expire prior to receiving the new vehicle permit and sticker by mail. This solution has allowed the department to create operational efficiencies and improve service to our clients with an 80% reduction in process time. Increased use of this online service will create further opportunities for the department to create efficiencies. Worked Towards making it Easier for Citizens to Interact with Government though Life Event Bundling Worked towards the expansion of the current integrated birth bundle and implementation of a bereavement bundle (to be implemented in 2012). The birth bundle expansion includes the electronic submission of birth information from parents via a kiosk at most hospitals. This also includes the ability for parents to request and pay for a birth certificate, and share data with Medavie/MSI to activate an MSI health card number. The bereavement bundle includes the electronic submission of death information from funeral directors and the development of a communication package for citizens in the event of a loved one s death. Reduced Undue Hardship for Grieving Families The Vital Statistics Act was amended to allow nurse practitioners to sign the medical certificate of death on the death registration. This will allow for a faster removal of a body by a Funeral Director and prevent undue hardship to grieving families caused by a delay where a physician or medical examiner is not readily available. 4

7 Co-located Facilities and Constructed/Renovated New Facilities to Reduce Operational Costs and Better Serve Nova Scotians Access Nova Scotia Kentville and the Kings County Land Registry offices colocated in a newly constructed facility at 5 Shylah Drive in Kentville. Access Nova Scotia Sydney and the Cape Breton County Land Registry offices colocated in a newly renovated facility at the Access Nova Scotia Centre on 380 Kings Road in Sydney. Newly constructed Access Nova Scotia Centre opened in Stellarton at 94 Lawrence Blvd. This full service facility replaced the Registry of Motor Vehicles office formerly located in MacLellan's Brook. Newly constructed Access Nova Scotia Centre opened in Dartmouth at 250 Baker Ave in March This new facility replaced the Access Centre office formerly located at the Superstore shopping plaza at 650 Portland Street. The Registry of Motor Vehicles office, formerly located in Conway, and the Digby County Land Registration Office, formerly located in Weymouth, co-located in a newly constructed Access Nova Scotia Centre built at 338 Highway 303 in Digby. Introduced Acadian Flag Licence Plate SNSMR, in partnership with Acadian Affairs, developed a new French-language licence plate celebrating Acadian and francophone culture. For every Acadian Flag Licence Plate that is issued, a $50 donation will be collected from applicants and directed to the Vive L Acadie Community Fund. This Fund will support Acadian and francophone community projects. Promoted an Orderly and Fair Marketplace Amended Gaming and Liquor Legislation Amended gaming and liquor legislation to reflect current licensing and regulatory practices in the province. The amendments transfer licensing and enforcement responsibilities from the former Nova Scotia Gaming Commission, and the Nova Scotia Utility and Review Board, to SNSMR. Reduced the time it takes for businesses to get a license As a result of amendments to liquor legislation; some types of license such as lounge licenses are now issued in as little as 3 weeks. These licenses typically used to take 3-4 months to be issued. 5

8 Reduced the time it takes to resolve disciplinary issues When a licensee is in agreement that they have violated the Act or Regulations, they can now agree to a penalty which can be imposed by the Executive Director of the Alcohol and Gaming Division. This could occur within a couple of weeks. This used to require a formal Hearing before the Utility and Review Board that could take in excess of 6 months and could require the licensee to hire a lawyer. Improved Consumer Protection in Nova Scotia Introduced regulatory reforms to the payday lender industry. These changes reduce maximum interest rates charged online, provide increased protections for consumers and level the playing field for the payday loan industry. Enhanced protections for mortgage consumers by introducing the Mortgage Regulation Act to replace the previous outdated Act. This new legislation will also lead to a more professional mortgage broker industry. Reformed the Residential Tenancies Act Developed regulations to support the amended Residential Tenancies Act. These regulations will provide substantial improvement to the administration of Residential Tenancies by providing a more balanced and effective framework for tenants and landlords. Reduced Application Turnaround Times in Condominium Registration Significantly reduced application turnaround times in Condominium Registration through the completion of a Quality Assurance Project. This led to the adoption of 37 process changes and the creation of nine performance measures that are now being monitored. Improved the Safety and Reliability of Public Records and Made them Easier to Access Digitization of Records The records of Land Registration Offices in Digby, Lunenburg, Guysborough, Victoria, Colchester and Cape Breton Counties were made available online in 2011/12 bringing the total number of E-Land offices to 13 out of a possible 18. Benefits of digitizing land records include - long-term protection of all paper and microfilm land records - allow law firms to save money on operational costs and submit documents from county to county in seconds - reduce office space requirements 6

9 Vital Statistics digitized over 1.75 million records of original birth, death and marriage registrations. In addition to operational efficiencies, this reduced office space requirements by 2,200 square feet. Worked with Municipalities to Build Strong Communities Completed the Building Canada Fund Top-Up and Infrastructure Stimulus Fund Successfully completed the Infrastructure Stimulus Fund and Building Canada Fund Communities Component Top-Up programs. Twenty-five projects were completed during this period ranging from local roads to water and waste water improvements. The programs together delivered over $30 million provincially. Amended the Municipal Elections Act Amendments were made to the Municipal Elections Act: - Students can now vote where they live as long as they meet the three month residency requirement. - Municipalities can now offer e-voting as an option without the use of paper ballots. - Village commissioners and municipal councilors will no longer be able to serve on both organizations at the same time. Dissolution of the Town of Canso SNSMR worked with the Town of Canso, the Municipality of the District of Guysborough, the Union of Nova Scotia Municipalities, and the Nova Scotia Utility and Review Board to allow for the dissolution of the town in a manner that would benefit the community members of both municipalities. On July 1, 2012, the town of Canso becomes part of the Municipality of the District of Guysborough. Provided Support to the Town of Bridgetown SNSMR provided significant support to the Town of Bridgetown following the resignation of the Mayor and Council. Municipal Services will continue to provide support, leadership and stability to the Town until a new council is elected in October Produced a Municipal Climate Change Action Plan Guidebook Municipal Services has produced a Municipal Climate Change Action Plan (MCCAP) guide for municipalities. This guide is specifically designed to help municipalities identify and set priorities for climate change adaptation and mitigation. 7

10 Helped Government Get Back to Balance Expanded the Collections Portfolio to Help Government get Back to Balance Signed debt collection contracts with 37 municipalities and five district health authorities. This will lead to increased collections revenue that will be returned to the Province, municipalities and district health authorities. Developed Better Business Strategy to Reduce Regulatory Burden on Business Developed a strategy for the next generation of Better Regulation. This strategy and corresponding action plan is called Better Business and falls under the JobsHere plan. The strategy identified three pillars of focus; Regulatory Excellence; Service Excellence and Compliance Excellence. The primary owners of responsibility are the Office of Policy and Priorities (regulatory excellence), SNSMR (service excellence), and joint ownership between Environment and Labour and Advanced Education (compliance excellence). Increased Flexibility in Locating Land Registration Offices The Land Registration Act and the Registry Act were amended to remove the requirement that a land registration office or registry of deeds office be located and maintained in each of the 18 counties throughout the Province. These amendments were designed to create greater flexibility in budgetary decisions affected by the number and location of land registration and registry of deeds offices. Improved Program Delivery through the Nova Scotia Business Registry The Nova Scotia Business Registry (NSBR) continued to support the delivery of multiple programs, from multiple departments and levels of government. Several projects were initiated within the NSBR that: - addressed legislative changes from programs (Fuel Safety, Payday Lenders) - created efficiencies for processing in the Business Registration Unit (Financial Institutions, Farm Registration) - created operational improvements for inspection-based programs (Environmental Monitoring & Compliance, Food Safety). 8

11 Changes to the SNSMR 2012/13 Statement of Mandate Service Nova Scotia and Municipal Relations has made significant changes to the 2012/13 Statement of Mandate. All 14 of the performance measures from the 2011/12 Statement of Mandate were removed except for one (illegal tobacco consumption). The performance measures that were removed were operational in nature. These performance areas will continue to be tracked internally by the department. The 2012/13 Statement of Mandate includes four performance measures that are strategic in nature: 1. Reduce the administrative burden on Land Registration Offices: Percentage of documents submitted electronically to Land Registration Offices 2. Leverage SNSMR Collections to help bring government back to balance: Percentage increase of monies returned to program areas though Collections Services 3. Minimizing the consumption of contraband tobacco in Nova Scotia: Estimated market share of contraband tobacco 4. Make it easier for people and business to interact with government by providing more opportunities for online service delivery: Percentage of customer transactions that are completed online 9

12 Financial Results Service Nova Scotia and Municipal Relations 2011/12 Estimate 2011/12 Actual Program & Service Area ($thousands) ($thousands) Senior Management Service Delivery 36,130 37,197 Strategy, Integration and Registries 8,765 8,712 Information Management Services 17,003 18,665 Program Management and Corporate Services 32,873 28,341 Municipal Relations 173, ,436 Alcohol and Gaming 5,605 5,294 Total Program Expenses 274, ,017 TCA Purchase Requirements 1,855 3,321 FTEs (gross) VARIANCE EXPLANATIONS: Total Program Expenses Service Nova Scotia and Municipal Relations expenditures were $14.7 million or 5.4 per cent less than budget primarily due to lower than anticipated spending of $15 million for Building Canada Fund projects, a $2.7 million under expenditure in - Heating Assistance Rebate Program resulting from a lower number of applications than were budgeted, and under-spending in various other grant programs of $.9M. There was a $3.9 million increase in Federal Gas Tax spending based on the year end surveys indicating municipal spending needs. TCA Purchase Requirements 2011/12 Actuals include Access to Business and Access for Citizens projects which were budgeted in the Change and Innovation Fund in Treasury Board. Funded Staff Normal staff turnover and delays in filling vacancies led to lower than expected FTEs. 10

13 Measuring Our Performance Client Perspective Strategic Objective: MAKE IT EASIER TO INTERACT WITH GOVERNMENT To fulfill our Mission to provide Nova Scotians with seamless, easy access to government information and services. Measure: Customer/Client Interaction Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Easier interactions with Government Customer/Client Interaction Index: This Index is found by adding the results of two surveys: Access Nova Scotia Survey questions around ease of interaction with government (weighted at 80%) Municipal Client Survey questions around client satisfaction (weighted at 20%) Annual Target: To be determined based on results from 2011/12 Ultimate Target: An index score of 80% or higher Customer/ Client Interaction Index: 2011/12: 75.8%* ANS Survey: 2011/12: (80% X 78 = 64.2%) Municipal Client Survey: 2011/12: (20% X 67 = 13.4%) *62.4%+13.4%=75.8% Continued to integrate online services, such as vehicle permit renewals for business and citizens Provided support to municipalities 78% of Nova Scotians surveyed found it easy to interact with Access Nova Scotia Close to reaching ultimate target of 80% in first year This was a new index this year Measure will be replaced next year with % of Customer Transactions Completed Online 11

14 Client Perspective Strategic Objective: PARTNER WITH MUNICIPALITIES TO BUILD STRONG COMMUNITIES To enable their success. Measure: Municipal Services Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Valuable information provided to municipalities by SNSMR Municipalities are provided with timely responses by SNSMR Municipal Services Index: This Index is found by adding the results of two measures: Municipal Client Survey questions around municipal capacity building initiatives (weighted at 50%) Provincial Capital Assistance Program (PCAP) claims processed within 60 days (weighted at 50%) Annual Target: 2011/12: 80% Ultimate Target: 2012/13: 85% Municipal Services Index: 2011/12: 92.5%* 2010/11: 90% Municipal Capacity Building Initiative Questions from Municipal Client Survey: 2011/12: (50% X 85 =42.5%) PCAP Claims processed within 60 days: 2011/12: (50% X 100 = 50%) *42.5%+50%=92.5% Developed more capacity building projects based on feedback and input from municipalities Administered client satisfaction surveys on individual initiatives Worked with municipalities to improve claims process Provided support to municipalities in preparing their claims forms Surpassed target of 80 Improved on results from previous year Measure will be removed next year 12

15 Client Perspective Strategic Objective: PROTECT CITIZENS INTEREST AND SAFETY - Through the effective administration of our programs. Measure: Contraband Tobacco TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Reduced market share of contraband tobacco Estimated market share of contraband tobacco. This is the proportion of the total tobacco market in NS that contraband holds. This proportion is determined through calculations using Canadian Tobacco Use Monitoring Survey (CTUMS) data and recorded sales data of legal tobacco in NS and then comparing these results to 2003/04 statistics when there was very little contraband in NS. Annual Target: 2010/11: at or below 11% Ultimate Target: Maintain standard of 10% or lower Estimated market share of Contraband Tobacco: 2011/12: TBD in August 2012 Market share for contraband in NS peaked in 06/07 at over 30%. Since that time market share has declined to near 10% in base year 09/10. Supported NS Crime Stoppers on the production and airing of new illegal tobacco public service announcements Distributed brochures and newspaper ads that highlight our new tobacco markings Suspended driver's licenses and vehicle permits for offences involving the transport of illegal tobacco products. Illegal tobacco is an income source for all levels of organized crime and is distributed to minors. Official consumption statistics for 2011/12 will not be available until August However, based on tobacco tax revenues during that period we can estimate that in a worst case scenario there would be little change in illegal consumption It is estimated that a 1% decrease in market share of contraband tobacco can lead to a $200K-250K increase in tax revenue to Nova Scotia. 13

16 Client Perspective Strategic Objective: PROTECT CITIZENS INTEREST AND SAFETY - Through the effective administration of our programs. Measure: Consumer Protection Related to Alcohol, Gaming and Amusements TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Licenses that fail inspection are corrected immediately through training and/or meetings with Alcohol and Gaming Division staff, and do not result in a disciplinary Hearing. Fewer hearings lead to reduced cost to government. Percentage of licenses that fail an inspection that are corrected immediately and/or through training and meetings with Alcohol and Gaming Division staff. These instances do not result in a Disciplinary Hearing being requested. Annual Target: 2011/12: 95% Ultimate Target: Maintain standard of 95% or higher Percentage of licenses that fail an inspection that are corrected immediately and/or through training and meetings with Alcohol and Gaming Division staff. 2011/12: 99.1% 2010/11: 98% 2009/10: 96% 2008/09: 98.2% Monitored problem areas and worked with licensees to increase awareness of legislation, regulations, and policies Strong results and consistent growth since 2009/10 Educating clients on SNSMR policies and legislation means that fewer hearings were held by the UARB With the cost of hearings ranging between $15,000-40,000, this means a savings to government Measure will be removed next year 14

17 Operational Excellence Perspective Strategic Objective: ENSURE PROGRAMS ARE RESPONSIVE AND EFFECTIVE Engaging our clients to understand their needs and designing and delivering our programs with those needs in mind. Measure: Responsive/Effective Program Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Balanced delivery of programs that meet government priorities while addressing client needs. % of planned legislative changes that were made each legislative session. Annual Target: 2011/12-75% Ultimate Target: 2013/14 90% Spring 2011: 100% Fall 2011: 45% SNSMR made 21 legislative submissions in the Spring and Fall Legislative Sessions 8 unplanned submissions were made in Fall 2011 A high number of unplanned submissions (8) made it difficult to plan legislative activity This was a new measure Measure will be removed next year 15

18 Operational Excellence Perspective Strategic Objective: CONTINUOUSLY IMPROVE OUR PROCESSES - To ensure that we provide services to clients in the most effective and efficient way we will continually review and improve our processes and will build a culture which supports continuous improvement. Measure: Process Review Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Process reviews assist SNSMR to provide services to our clients in the most effective, efficient, customer centered manner Process Review Index: This Index is found by adding the results of two measures: Percentage of targets met through strategic quality assurance activity, as determined by Senior Management (weighted at 50%) Percentage of Auditor General Recommendations completed (weighted at 50%) Annual Target: To be determined based on results from 2011/12 Ultimate Target: 2013/14: 95% Process Review Index: 2011/12: 73%* % of targets met through strategic quality assurance activity, as determined by Senior Management: 2011/12: (50% X 100 = 50%) % of Auditor General Recommendations completed: 2011/12: (50% X 46 =23%) A quality review for Condominium Registration resulted in significant operational improvements and a reduction in turnaround times Action was taken to implement recommendations from the Auditor General Results were well below target because of the addition of 33 new Auditor General Recommendations in Spring 2011 This was a new measure Measure will be removed next year *50%+23%=73% 16

19 Operational Excellence Perspective Strategic Objective: LEVERAGE PARTNERSHIPS AND TECHNOLOGY Work with partners and make smart investments in technology to improve service to clients and to deliver services more efficiently and effectively. Measure: Technology Efficiency Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Technology assets that meet business requirements and departmental objectives Technology Efficiency Index: This Index is found by adding the results of two measures: Percentage of business projects with technology components, that proceed based on a formal business case and/or have been prioritized by the Deputy Minister (weighted at 50%) Rating based on responses to technology value perception index (weighted at 50%) Annual Target: To be determined based on results from 2011/12 Ultimate Target: An index rating of 75% or higher Technology Efficiency Index: 2011/12: 0%* % of business projects that proceed based on a formal business case: 2011/12: (50% X 0 = 0%) Rating based on responses to technology value perception index: 2011/12: (50% X 0 = 0%) Significant work was done on six projects valued over $250K. However, due to various unexpected internal and external delays no projects were able to be completed in 2011/12. No planned business projects were completed in 2011/12 Completion is now expected in 2012/13 This was a new measure Measure will be removed next year *0% + 0% = 0% 17

20 Operational Excellence Perspective Strategic Objective: LEVERAGE PARTNERSHIPS AND TECHNOLOGY Work with partners and make smart investments in technology to improve service to clients and to deliver services more efficiently and effectively. Measure: Partnership Health Check Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Healthy partnerships with program delivery partners and suppliers Partnership Health Check Index: This Index is found by adding the results of two measures: Partnership health score for key suppliers (weighted at 50%) Partnership health score for key program delivery partners (weighted at 50%) Partnership health scores are determined through analysis of quarterly surveys conducted with key department contacts Annual Target: An index rating of 48% or higher Ultimate Target: An index rating of 75% or higher Partnership Health Check Index 2011/12: 66.5%* Partnership health score for key suppliers: 2011/12: (50% X 68 = 34%) Partnership health score for key program delivery partners: 2011/12: (50% X 65 = 32.5%) Reviewed and monitored ongoing relationships with partners and suppliers to determine if improvements were required The target for this measure was exceeded. This was a new measure Measure will be removed next year *34%+32.5%=66.5% 18

21 People, Leadership & Growth Perspective Strategic Objective: MAINTAIN A SKILLED, DIVERSE AND MOTIVATED WORKFORCE Seek to recruit and retain a skilled, diverse workforce and foster a positive, motivating work environment which allows employees to do their best work. Measure: Employee Engagement Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS A skilled, diverse and motivated workforce Employee Engagement Index: Questions from the How s Work Going? Survey measure the extent to which individuals feel connected to and involved in their job and their organization and their level of satisfaction and commitment. Annual Target: 2011/12: 76% Ultimate Target: Score of 80% or higher Employee Engagement Index: 2011/12: 67% 2009/10: 75% Conducted ongoing staff training and mentoring Continued with employee appreciation activities Supported the career development planning process Identified and supported training and development opportunities for staff This measure was below the target of 76% Although our Employment Engagement Index dropped 8% from 2009, SNSMR ranked in the top 4 of all 16 departments Measure will be removed next year 19

22 People, Leadership & Growth Perspective Strategic Objective: NURTURE A COLLABORATIVE, CLIENT-FOCUSED CULTURE Establish and maintain a culture which is both collaborative and client-focused. Measure: Collaborative Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Improved communications among divisions and more effective and efficient delivery of services to our clients Collaborative Index: Series of questions from How s Work Going? Survey that measure the extent individuals feel their organization encourages communication, collaboration, and cooperation Annual Target: 2011/12: 70% Ultimate Target: At or above 75% Collaborative Index: 2011/12: 54% 2009/10: 69% Ensured a transition management plan was in place Made the changes needed to establish SNSMR as one department, with one vision, moving forward to achieve a set of established goals SNSMR's score was well under the target of 70% and decreased 11% from Overall scores were down across the public sector as well within the NS Government. SNSMR placed 4 th out of a 16 Departments. Measure will be removed next year 20

23 People, Leadership & Growth Perspective Strategic Objective: DEVELOP AND DEMONSTRATE EFFECTIVE LEADERSHIP Continually improve leadership effectiveness throughout our organization. Measure: Developing Leaders Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Leaders are developed within SNSMR Developing Leaders Index: The percentage of SNSMR employees who graduate from a leadership development program (LDP) and accepted a job in a higher classification in the Provincial Government within 2 years of completing a LDP. Annual Target: 2011/12: To be determined based on results from 2011/12 Ultimate Target: To be determined based on results from 2011/12 Developing Leaders Index: 2011/12: 58% 2009/10: 29% Besides the Leadership Development Programs offered by the Public Service Commission, SNSMR offered a number of additional leadership programs and courses: - Management developmental opportunities, 360 feedback, and situational leadership - Programs that support the manager in their management roles such as training in Attendance Management, Recruitment and Selection and Performance Management Additional leadership programs such as Situation Leadership and Interpersonal Communication were offered to managers and supervisors within the Department who were not enrolled in LDP programs. This was a new measure Measure will be removed next year 21

24 Stewardship Perspective Strategic Objective: ENHANCE FINANCIAL SUSTAINABILITY AND COST EFFECTIVENESS To ensure financial sustainability and high quality programs and services we will reinvest and improve our cost effectiveness. Measure: Financial Sustainability Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS SNSMR will be able to deliver on its mandate with available dollars over the long term Financial Sustainability Index: This Index examines both measures separately Actual Expenditure is within 0.5% of Forecast Expenditure, and less than or equal to Budget Net Contribution (revenue less expenditure) is equal to or greater than Budget Annual Target: 2011/12: Financial targets achieved Ultimate Target: Financial targets achieved over the next 3 years Financial Sustainability Index: Actual Expenditure: 2011/12: Actual Expenditure was within 0.5% of Forecast Expenditure, and was less than budget 2010/11: Under budget 2009/10: Under budget Net Contribution: 2011/12: Net Contribution was greater than budget by 5.6% Identified savings and cost pressures throughout the year Delivered mandated programs without additional appropriations Developed 3-5 year financial scenarios Identified opportunities to invest in new ideas when resources became available SNSMR met the forecast target and actual expenditures were less than forecast by 0.3% SNSMR met the budget target. This year SNSMR will contribute $27.9M to help the province get back to balance Actual revenue was greater than budget by 1.7% or $13.2M and actual expenditures were less than budget by 5.4% or $14.7M This was a new measure Measure will be removed next year 22

25 Stewardship Perspective Strategic Objective: MAINTENANCE OF ACCOUNTABLE MANAGEMENT PRACTISES To deliver on our responsibilities to government and citizens and maintain transparent, accountable and effective management practices to ensure the integrity of public assets and private information. Measure: Management Accountability Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS Managers are held accountable for their performance Management Accountability Index: This Index is found by adding the results of three measures. Percent of managers who met their budget forecast within 5% for period 10 (weighted at 35%) Percent of managers who completed performance reviews for direct reports (weighted at 35%) Percent of managers who received a Performance Appraisal Rating of 3 or higher (weighted at 30%) Annual Target: To be determined based on results from 2011/12 Ultimate Target: An index rating of 75% or higher Management Accountability Index: 2011/12: 73.6%* %of managers who met their budget forecast within 5% for period 10: 2011/12: (35% X 82.5 = 28.9%) % of managers who completed performance reviews for direct reports: 2011/12: (35% X 42 = 14.7%) %of managers who received a Performance Appraisal Rating of 3 or higher: 2011/12: (30% X 100 = 30%) *28.9%+14.7%+30%=73.6% Provided communication, consultation, and training on performance management Provided support to Managers in completing performance appraisals Administered appraisal logistics This result was slightly below the ultimate target 82.5% of managers met their Forecast within 5% of budget SNSMR s ability to forecast closely to actual results contributed to our capacity to come within forecast by 0.3% and to come under the expenditure budget by 5.4% at year end This was a new measure Measure will be removed next year 23

26 Stewardship Perspective Strategic Objective: EFFECTIVELY MANAGE RISK Identify and manage our risks appropriately under our risk management framework. Measure: Enterprise Risk Management Index TARGET RESULTS ACTIONS TAKEN DISCUSSION OF RESULTS SNSMR has limited exposure to risk Enterprise Risk Management Index: This is a complex index that includes results from the SNSMR Strategic Risk Register, risk indicators and compliance with the Enterprise Risk Management policy Annual Target: 2011/12: 90% Ultimate Target: 2012/13: 95% Enterprise Risk Management Index: 2011/12: 100% 2010/11: 97% Strategic Risk Register updated during the business planning process Mitigation plans were monitored on a quarterly basis and reported to the Senior Management Team The departmental Strategic Risk Register for 2011/12 included 7 approved Strategic Risks Each risk had a Mitigation Plan in place that was completed throughout the year The risk exposure for each risk was measured quarterly with an indicator showing that overall risk exposure was reduced Measure will be removed next year 24