Budget 2004 -- Government of British Columbia.
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Premier's Letter to the Minister  
Message from the Minister  
Accountability Statement  
Ministry Overview  
Resource Summary  
Core Business Areas  
Goals, Objectives, Strategies and Results  
Appendix 1. Strategic Context  
Appendix 2. Summary of Related Planning Processes  

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Appendix 1. Strategic Context

Ministry Organization Chart

The structural organization of the Ministry of Management Services differs from the functional organization set out in the core business areas. Following is the Ministry's organization chart outlining responsibilities for the functional areas:

Link. Ministry Organization Chart

Vision, Mission and Values

The Ministry's Vision, Mission and Values statements have been revised to better represent the Ministry's role in transforming the way government services and information are delivered to customers and clients and to focus on the need to be customer and client-focused.


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.

Mission Statement

Champion the transformation of government service delivery to respond to the everyday needs of citizens, businesses and the public sector.

Values and Culture

  • Client-Focused: Services anticipate and respond to the needs of our customers and clients.
  • Results-Oriented: Performance is measured to ensure cost-effective business outcomes and value-added results.
  • Innovative: Leading-edge, creative and integrated approaches are implemented.
  • Collaborative: Active engagement with clients and stakeholders results in value-added solutions.
  • Teamwork: Individuals and teams that achieve results and demonstrate creativity and calculated risk-taking are recognized. Individuals are treated with fairness, dignity and respect.
  • Transparent: Actions and communications are open and transparent.

Planning Context

In developing this Service Plan and making decisions on programs, the Ministry has considered the following context, strengths and challenges:

  • Public expectations will continue to emphasize greater transparency, accountability, and improved service quality from Government at reduced cost;
  • The public expects Government to integrate services across multiple access channels (telephone, in-person or electronically) to create a cost-effective, seamless service delivery system;
  • The British Columbia private sector wants to be a valued partner in the provision of Government services;
  • There is a global focus on developing information-based economies requiring the public sector to provide leadership in innovative service delivery and e-Government;
  • While enjoying a high level of connectivity compared to the rest of the world, British Columbians still have inadequate access to advanced telecommunication and value-added online services;
  • Both expectations and concerns exist about how technology, including the Internet and wireless communications, impact people's lives. Citizens wish to be more involved electronically with their Government; and
  • The public expects Government to enhance internal efficiencies. This will lead to a focus on streamlining the delivery of common information technology, financial and administration services to Government Ministries.


  • There is a willingness to change and improve the way the Ministry does business;
  • There is capacity to take on new business;
  • There is a consolidated capacity within the Ministry — (Enterprise Resource Planning software, networks, distribution);
  • The Ministry has extensive reach across the Province of British Columbia; and
  • There is a high customer satisfaction rating in many services (Enquiry BC, Government Agents).


  • Support services will be dependent upon client service standards that are consistent, competitive and transparent;
  • As Ministry purchases of shared services decline in volume as a result of workforce adjustment, Solutions BC will increasingly be faced with the challenge of covering fixed costs of infrastructure while dealing with diseconomies of scale;
  • Clients external to government will continue to be a diverse and complex group; and
  • An aging workforce is resulting in loss of skilled staff and corporate memory.


  • As more of Government's services are brought online, British Columbia becomes a more attractive place for high technology firms to invest. Increased access to high-speed connectivity will encourage economic growth in all areas of the Province;
  • Government can improve the convenience, timeliness, and integration of multi-channel customer service via the telephone, in-person or electronically through enhanced service delivery;
  • Government can decrease marginal costs particularly in relation to the delivery of common IT services, financial and administration services, payroll services and procurement and supply services as well as online transactional services;
  • As more information becomes available to the public and is presented in a number of useful and effective ways, members of the public can hold the Government and individual Ministries more accountable for their performance;
  • Partnerships within the Ministry and with other agencies will enhance flexibility and transparency in the delivery of services;
  • Opportunities can be created for broader public sector clients (including other levels of government) to participate in shared services;
  • Best practices amongst high performing private and public sector agencies can be adopted to improve business practices and performance; and
  • Monitoring and reporting of performance results can identify opportunities for improvement and allocate resources more effectively.

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Highlights of Strategic Shifts and Changes from Previous Service Plan

This edition of the Ministry's Service Plan reflects the on-going transformation of how services are delivered by the Government of British Columbia.

The Service Plan 2003/04 – 2005/06 reflected a restructuring of the Ministry's core business areas as program areas from across government were drawn into the Ministry to strategically consolidate functions. Once again, the transformation of service delivery has had an impact on the Ministry's organizational structure and on the core business areas. It has also resulted in changes to the Ministry's Vision, Mission, and Values and Culture statements.

The previous Service Plan also had a strong information technology focus. During fiscal year 2003/04 a number of key strategies were undertaken to strengthen government's use of this powerful tool in transforming service delivery. As those initiatives mature, the Ministry's focus is shifting from strategies to performance-based service delivery outcomes. Further refinement of the performance measures will take place over the coming year.

Consistency with Government Strategic Plan

Link. Consistency with Government Strategic Plan


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