13. Performance Measures and Targets
Measuring performance enables the AGCO to improve program effectiveness by setting targets, assessing data and evaluating the results. Through continuous evaluation and feedback, the AGCO is able to achieve key objectives that are identified in the Strategic Plan.
The results from these measures, shown in the table below, demonstrate that in 2020-21, while the AGCO was affected by the COVID-19 pandemic, we have successfully met or surpassed minimum agency targets in most respects. The achievement of these measures results from a number of overarching projects and initiatives at the AGCO, including:
- the final phase of the roll-out of iAGCO;
- a continued focus on stakeholder engagement and an enhanced approach to stakeholder education;
- a modern regulatory approach that is risk-based, outcomes-based and compliance-focused; and
- the introduction of numerous services to support a rewarding workplace for employees.
The AGCO is committed to ensuring that agency-wide performance measures support the goals outlined in its Strategic Plan. To meet this commitment, the AGCO will continue to engage in multi-year goal setting and continue to refine its approach to linking resource planning and performance measurement to support a results-oriented organization.
Modern Regulator
Digital First
AGCO provides user-based services and information through multiple windows and service channels anytime and anywhere.
| % of users choosing to go digital where available1 meets or exceeds target of 85%. | |||||
|---|---|---|---|---|---|
| 2020 (last 90 days) |  |
89.6% | |||
| 2019 | 86% | ||||
| 1 Includes applications and complaints. | |||||
Service Excellence
Service Experience
A service-centered design that optimizes the service experience, engages customers proactively and identifies opportunities for improvements.
| Online application turnaround time (in days)2 meets or is lower than target of 20 days. | |||
|---|---|---|---|
|
2020 (last 90 days) |
 |
45 days3 | |
| 2019 | 16 days | ||
| % of clients satisfied with services4 meets or exceeds target of 75%. | |||
|---|---|---|---|
|
2020 (last 90 days) |
|
74% | |
| 2019 | 70% | ||
Value for Money
Ensuring value per transaction (internal and external) with a focus on streamlining process and reducing regulatory burden.
| % of applications for SOPs auto-issued meets or exceeds target of 90%. | |||
|---|---|---|---|
|
2020 (last 90 days)5 |
|
40.4% | |
| 2019 | 92% | ||
|
% of first contact resolution | |||
|---|---|---|---|
|
2020 (last 90 days) |
|
84.3% | |
2 Includes application turnaround times and auto-renewals completed on the iAGCO portal.
3 COVID-19 has caused: a) a decrease in applications, which has allowed AGCO staff to address the existing backlog, causing a one-time increase in the application turnaround timeframe; and b) a decrease in auto-issued applications (SOPs), which typically have very short turnaround times. An open market for cannabis licensing and authorizations was introduced in 2020, which requires due diligence and therefore results in higher turnaround time.
4 Average based on AGCO website, iAGCO portal and telephone calls.
5 These numbers were affected by COVID-19. When looking at Q1: 84.3%; between March and September 30th, the number dropped to 51.8%.
6 Percentage of calls that were resolved to full customer satisfaction at the first point of contact by the contact centre.
People First
Employee Experience
The level of engagement and enablement is directly correlated with higher productivity, increased motivation and job satisfaction.
| % of AGCO staff who would recommend AGCO as a place to work meets or exceeds target of 75%. | |||
|---|---|---|---|
|
2020 (March) |
|
86% | |
| 2019 | 77% | ||
|
% of AGCO staff who believe their ideas and suggestions | |||
|---|---|---|---|
|
2020 (July) |
|
76% | |
| 2019 | 63% | ||