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Where It is Now

Today, SNB is a trusted government partner; providing services for almost 15 years at an increasingly satisfactory level. Over the years this trust has helped SNB weather changing administrations. Each administration has recognized the value SNB brings to the province and as a consequence each administration has supported SNB. SNB has continued to earn this trust by providing over four million transactions annually and hundreds of different web-based services; by collecting millions of dollars on behalf of 16 departments and 59 municipalities; and by maintaining a 92% customer satisfaction rating. At the end of fiscal year 2004-05 SNB was providing about 270 services to citizens. These services are provided through three channels: online, over the phone, and over-the-counter. The balance of use of different channels has shifted throughout the last decade with Web use growing from 6% to 32%, and over-the-counter service delivery dropping from 86% to 60%.

Table 2. SNB Performance Statistics Fiscal Year 2004-05
Category
 
FY 2003-04
 
FY 2004-05
 
Growth
 
Transactions by Delivery Channel
 
   
Online
 
1.5 mln
 
1.9 mln
 
26.7%
 
TeleServices
 
0.3 mln
 
0.3 mln
 
 
Over-the-Counter
 
2.6 mln
 
2.9 mln
 
11.5%
 
Total
 
4.5 mln
 
5.1 mln
 
13.3%
 
Online Products/Services
 
   
Forms
 
292
 
352
 
20.5%
 
Service packages
 
17
 
19
 
11.8%
 
Services
 
89
 
152
 
70.8%
 
Products/publications
 
21
 
24
 
14.2%
 
Total
 
419
 
547
 
30.5%
 

Like any dynamic organization on a growth path, SNB wrestles with the management of its growing portfolio of services. The give and take between the goal of continuous improvement and growth and the commitment to customer satisfaction is tractable and challenging. Maintaining a balance requires SNB to both continue to invest in the best strategies of its past and to create new strategies for its future. For example, its unique approach to training continues to be a success factor for SNB. General and specialized training continues to be provided regularly to both service representatives and management, new and tenured. For service representatives SNB often organizes train-the-trainers program so that within a two-week period they could train all the service representatives throughout the province on a new services or feature.

To ensure their ongoing success SNB is reinforcing capability in a variety of areas as well as building capability in new areas. Through ongoing refinement of the project selection process, the case for consolidated services and the management of customer expectations SNB is building on its strengths. By creating new capability in managing intellectual property and leveraging it s resources for economic development SNB is preparing itself to deal with new challenges. Each of these aspects of SNB is discussed below as a way to further highlight the unique characteristics of SNB in terms of its ability to balance public service and good business.