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SNB performance measuresAffordable Enhance value to customersMeasureMeet and exceed customer expectationsInternal customer satisfaction indexExternal customer satisfaction indexFoster an engaged, high performing teamMeasureDevelop trained and capable managersEmployee net promoter scoreOptimize and innovateMeasureEliminate waste and duplication by leveraging technology andproductivityNumber of key processes improvedGrow the businessMeasureExpand the business modelNumber of new or expanded services6

Enhance value to customersObjective of the measureOverall performanceMeet and exceed customer expectationsInternal customer satisfaction survey results100MeasureInternal customer satisfaction indexExternal customer satisfaction index8077.260Description of measureSNB has a methodology to measure customer satisfaction: the customer satisfaction index. SNB conducted separate customer satisfaction surveys withboth internal customers and external customers in2018-2019. In these surveys, SNB measures customersatisfaction with an index of 11 questions.40200Baseline: 80.8%Target: 81.8%Actual: 77.2%These measures indicate the level of satisfaction of allSNB customers with services that they have received.SNB conducts its annual survey using various outreachmediums (email, paper copy, online, telephone) to thecustomer groups. Survey questions are aligned withsix key drivers of customer satisfaction1: timeliness,issue resolution, staff interaction, service design, positive outcome and channel functionality. The internalcustomers are GNB employees in Parts 1 and 3 andexternal customers are NB residents and businesses.External customer satisfaction surveyresults1008088.76040200Baseline: 92.6%Target: 92.6%Actual: 88.7%1 Institute for Citizen-Centred Services7

Customer satisfaction survey resultsInternal customers10080Measuring customer satisfaction provides insight intocustomers’ experience when receiving SNB services. Thesurvey is an opportunity for customers to communicatetheir needs and expectations and for SNB to continueto improve in response to feedback received.External customers92.680.8Why do we measure this?88.777.260What initiatives or projects wereundertaken in the reporting yearto achieve the outcome?40In an effort to improve customer satisfaction for SNB,survey results, including verbatim comments receivedfrom customers, were shared with SNB leaders and theirstaff, by service area and by driver of satisfaction, tobetter understand where improvements can be made.As a result, a number of initiatives were undertaken toimprove customer satisfaction including Lean Six Sigmaprojects to review SNB processes and customer servicelearning modules for employees.200The results show that customer satisfaction for bothinternal and external SNB customers has slightlydecreased. Nonetheless, results for the staff interactions driver (staff are helpful, knowledgeable andcourteous) continues to be the highest driver for bothinternal and external customers. When compared toscores from other Canadian public sector organizations*, SNB’s results for external customers continueto score very well, while there are still opportunitiesto explore improvements with our internal customers.*Benchmarking provided by the Institute for CitizenCentered Services.8

Foster an engaged, high performing teamObjective of the measureWhy do we measure this?Develop trained and capable managersEmployee engagement is a fundamental component ofSNB’s Strategic Plan.MeasureWhat initiatives or projects wereundertaken in the reporting yearto achieve the outcome?Employee net promoter scoreDescription of measureSNB participated in an employee engagement surveyconducted by Treasury Board for all GNB employees.This established SNB’s employee net promoter score,the current standard being employed by many organizations to indicate employee engagement at thecorporate level. The score is based on responses to thefollowing survey question: I feel comfortable referringa friend / family member to Service New Brunswick foremployment.Establishing the baseline employee net promoter scoreenabled SNB to develop action plans in 2018-2019 toaddress employee engagement and foster a proud,productive and professional workforce.Overall performanceThe 2018-2019 SNB employee net promoter scoreestablishes the baseline.0-5-10-15-20-25-25Baseline: N/ATarget: N/AActual: -25%9

Optimize and innovateObjective of the measureWhy do we measure this?Continuously improve by leveraging technology andproductivityContinuous improvement is a fundamental component of SNB’s Strategic Plan. Lean Six Sigma projects,Kaizen Rapid Improvement Events, Waste Walks, andDaily Management are indicators of increased processefficiency and waste reduction which ultimately resultsin reduced costs and greater efficiencies for the organization. Involving employees in continuous improvementactivities helps to promote an organizational culturewhere employees are engaged to find ways to improveand better serve the customer.MeasureNumber of key processes improvedDescription of measureThe measure quantifies the number of processesimproved (Define, Measure, Analyse, Improve, Control)or established (Define, Measure, Analyze, Design,Verify) using Lean Six Sigma methodology and tools.Overall performanceTen key processes were improved in 2018-2019: Linguistic profiles; Contract approvals; Internal communications strategy refresh; Financial services signing authority; Linen distribution at Moncton Hospital (phase 1); Employee onboarding; Clean-up and maintenance of email distributionlists; Supplier maintenance; Property assessment base process; and Standardizing applicant screening for HRcompetitions.101086420Baseline: 8 processesTarget: 9 processesActual: 10 processes10

Grow the businessObjective of the measureWhy do we measure this?Expand the business modelGrowing the business is a fundamental component ofSNB’s Strategic Plan.MeasureWhat initiatives or projects wereundertaken in the reporting yearto achieve the outcome?Number of new or expanded servicesDescription of measureAs SNB stabilizes and optimizes, there is an opportunity to grow the business, by expanding currentservice offerings to new customers, enhancing currentservices, or adding new services. Success is measuredin terms of the additional sustainable revenue streamsarising from new or expanded service offerings andnew customers. New or expanded service offeringsand new customers are expressed in terms of new orupdated Service Agreements.A Business Development Strategy has been established,along with a screening tool which will be used to assessthe value and risk of opportunities along four dimensions: Financial Return, Strategic Fit, Operational Ease,and Technological Considerations.Overall performance12101186420Baseline: 5Target: 5Actual: 1111

Overview of organizational operationsService New Brunswick is a Part 1 Crown Corporationcreated to deliver shared services for the Governmentof New Brunswick with the express purpose of standardizing services and reducing costs. The Service NewBrunswick Act provides the context for the activities ofthe corporation. Our mission is to provide high-quality,innovative services for customers with a focus on valuefor all New Brunswickers.SNB fulfils its mission by delivering high-quality services,standardizing processes and products, adopting bestpractices, and leveraging greater economies of scale inthe procurement of goods and services. SNB’s operationsare funded through a combination of regulated fees forregistry services, payments from GNB and municipalities,grants that GNB provides to deliver service on its behalf,and sales of products and services.Service New Brunswick employs over 2,400 people andhad a budget of over 274M in 2018-2019.High level organizational chartHon. Sherry WilsonMinisterBoard of DirectorsAlan RoyChief Executive OfficerDerrick JardineChief Operating OfficerTechnology, Health Services, and Smart GovernmentJohn McNairGeneral Counseland Privacy(CorporateSecretary)Dan RaeVice PresidentHumanResources andStrategyRenéeLaforestJudy RossVice PresidentEnterpriseServicesVice PresidentStrategicProcurementand FinanceTania Davies andRob Arsenault(Acting forPam Gagnon)David DumontVice PresidentHealth ServicesVice PresidentTechnology Services12Rob HorwoodVice PresidentPublic ServicesStephen WardExecutive DirectorPropertyAssessmentServices

Division overview and highlightsHuman Resources and StrategyFurther, the branch oversees aspects of SNB’s total relationship management (customers and business partners)from a corporate perspective. It ensures that data isreliable and accessible for decision-making purposesand reporting. It is responsible for developing businessdevelopment strategies, which includes evaluating andsupporting opportunities for growth, and developing andmonitoring service agreements that outline the servicesoffered and the performance expectations. The branchalso administers survey services, change managementand measurement of service delivery performance andcustomer satisfaction to inform continuous improvement.Human ResourcesService New Brunswick is responsible for deliveringthe operational and transactional human resource (HR)services to Part 1 departments and agencies and someHR services to Parts 2 and 3.Human Resources Client Services provides integratedand customer-driven HR services through embeddedHR Client Services teams within client organizations, andsubject matter expert teams in the areas of employee relations, classification and HR Strategy and OrganizationalDevelopment, Health, Safety and Diversity and IntegratedStaffing.Internal AuditThe Audit Services unit conducts internal compliancereviews with respect to cash management at SNB’sservice centres, performs IT security reviews, and auditsautomobile dealerships enrolled in the Online Dealer program. The unit also conducts investigations as required.The team is responsible for HR services such as employeerecruitment and retention; human resources planning andmanagement; workforce planning; employee engagement; classification; employee and labour relations;performance management, training and development;and coordination of a variety of employee programs.Highlights SNB developed a Total Relationship Management(TRM) Strategy, in an effort to enhance value tocustomers by focusing on understanding andmeeting their needs, and to grow the businessby building trusted relationships with businesspartners. Over the next two to three years, SNB’sTRM Strategy will focus on implementing priorityinitiatives such as enhancing the web presencefor internal customers and reporting performancemeasures to customers and business partners.Strategy and Organizational PerformanceThe Strategy and Organizational Performance branch isresponsible for strategic planning and the measurementof performance across the organization. It leads the strategic planning process, which includes developing andmonitoring of strategic initiatives, annual action plansand performance metrics using the balanced scorecardmethodology; and drives continuous improvement toenable increased operational effectiveness and efficiencyusing Lean Six Sigma methodologies. The branch isalso responsible for corporate performance reporting.It ensures Service New Brunswick’s day-to-day communication needs are met, including maintenance ofthe employee intranet site, websites, and reports thatprovide information and services to employees andbusiness partners. Human Resources Client Services undertook aVoice of the Customer exercise resulting in anadjustment to the organizational structure andservice delivery model, and progressed throughthe three-year HR Transformation Strategyand Plan. In addition, it developed a simplifiedand easy-to-use performance managementguide and tools for Part 1 departments andagencies. The team also supported 1,097 jobpostings in 2018 for Part 1 departments.The branch also leads in the advancement of the corporation’s legislation, privacy and corporate policies, andin administering the Right to Information and Protectionof Privacy Act and responding to Right to Informationrequests. In addition, the branch is responsible for thecorporation’s records management.13

Strategic Procurement and FinanceStatistics ata glanceSNB is responsible for delivering procurement servicesfor Part 1 (GNB departments), Part 2 (school districts)and Part 3 (Regional Health Authorities). The divisionalso provides support to the wider GNB entities suchas municipalities, NB Power, community colleges anduniversities.PurchaseOrder valueFinanceThe Finance branch provides financial and operationalreporting and analysis; internal controls; accounting forreceivables, payables and assets; coordination of internaland external audits; and the preparation of financialstatements. The branch provides budgeting, ordinaryand capital expenditure management, and coordinationof the budget and forecast process with Treasury Board;as well as facilities management services, including leaseadministration, office relocation and renovations. Thebranch is also responsible for fulfilling organizationaladministrative requirements.2018-192017-2018Change 1,021,377,343 1,356,084,221 ( 334,706,878)Number ofPurchaseOrders5,4515,466(15)Number ofTenders/RFPs2,2411,560681Highlights SNB’s Strategic Procurement division, along withcustomer organizations, identified procurementsavings opportunities of more than 6.5M in 20182019. These savings included soft (negotiatedprice discounts and cost increase avoidance) andhard savings (year-over-year price reductions). Strategic Procurement successfully completedits annual procurement planning exercise,meeting with senior officials from 14customer departments to discuss their majorupcoming procurement requirements.Strategic SourcingThe Strategic Sourcing branch’s role is to maximizecompetition to achieve the best value for money whileensuring that all suppliers who wish to compete forgovernment contracts have a fair and open opportunity to do so. Competitive quotes or formal bids aresolicited for goods and services except in specific circumstances, which are exempted from the normal processby legislation. A strategic plan for the newly integratedStrategic Procurement team was developedincluding a list of 15 initiatives to beundertaken over the next three years. A large, innovative procurement processhas been used this year to procure a newtechnological solution for an EnterpriseResource Planning (ERP) system. This processallowed evaluation of demonstrations fromvarious locations across the province and alsoallowed a discussion with top ranked suppliersbefore a best and final offer is submitted.Procurement EnablementThe Procurement Enablement branch provides the policies, systems, and frameworks to support the sourcingteams and the wider GNB community. ProcurementEnablement helps support the daily operations of theProcurement Specialists by providing documentationand support for policies and regulations. The CentralTendering office is responsible for receiving and loggingbids and for conducting public tender openings for goodsand services tenders on behalf of Strategic Procurement.The Procurement Enablement team works to ensure theentire procurement process functions efficiently andeffectively for customers and suppliers.Health ServicesClinical EngineeringHealth-care professionals use a wide array of diagnosticand therapeutic medical equipment in their day-to-daywork. This equipment can be complex and costly. TheClinical Engineering branch works with clinicians andhealth-care administrators to plan for and evaluate new andexisting health-care technologies. Responsibilities includeinspecting and maintaining equipment, and ensuringthe technology complies with all applicable regulations.14

Statistics at aglanceThe Clinical Engineering branch helps determine whenequipment has reached end-of-life status and plays arole in the decommissioning process. The service alsosupports investigations of incidents related to medicalequipment and participates actively in the training andeducation of technical and medical personnel regardingits use.Statistics at aglancePurchase orders*Dollar value ofpurchase orders*# Purchase orderlines received byshipping & 5143,4951,330 247,459,295 324,499,528 ( 77,040,233)553,583537,28816,295Avg. monthlyinventory turnover.981.07(0.09)2018-20192017-2018ChangeWork orders*64,48864,105383Preventativemaintenance serviceorders received**Avg. monthly maininventory value 5,940,504 5,424,510 )Equipment alertsrequiring action***1,290# Warehouse lineitems picked fordistribution674616*For 2018-2019, the table above excludes dollar value and number ofpurchase orders processed by Strategic Procurement Health. Data is nowreported under the Strategic Procurement Division of SNB.Net new equipment inventory (incoming equipment – obsolete equipment)increased by 2,621 devices.* The increase in work orders correspond with a 1.6% growth in documentedsupport hours ( 1,776 hours) from the past 2017-2018 fiscal.** Although the number of Preventative Maintenance Service Orderdeclined, Preventative Maintenance support hours increased by 7% ( 1,373hours) and incoming inspections (safety and compliance) on new equipmentincreased by 1% ( 44 hours). Annual fluctuations in PreventativeMaintenance Support are directly dependant on the quantity of newequipment purchases, past equipment purchases, and expiring equipmentwarranties.*** The number of alerts handled varies from year to year as they aredependent on the q

Service New Brunswick Annual Report 2018-2019 Province of New Brunswick PO 6000, Fredericton NB E3B 5H1 CANADA www.gnb.ca ISBN 978-1-4605-1626-3 (Bilingual print edition)