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For 140 years, the Public Service of Canada has been loyally serving governments of the day in helping to deliver the many policies, programs and services that make a difference in the lives of Canadians. It is Canada’s largest employer, offering a vast array of career opportunities and one of the most dynamic work environments in the country.
The Public Service is also an institution that is in transition. Shifting demographics and global contexts, coupled with fast-paced change domestically, require a Public Service that is multi-skilled, nimble and positioned to take on challenges and opportunities. For this reason, a process of modernizing human resources management was initiated a number of years ago, setting the Public Service on a path of revitalization and renewal of its greatest asset—its people.
The Canada Public Service Agency plays a focal point role in these efforts through its policy and direction-setting responsibilities, by supporting departments in achieving people management excellence and by ensuring the ongoing integrity and sustainability of the Public Service.
Public and private sector organizations within Canada and around the world have long understood that people management is the foundation for organizational success. This is no different in the Public Service and has never been more important than it is today. I invite you to visit http://www.psagency.gc.ca to follow the progress of the Canada Public Service Agency in leading our efforts as we strive toward this fundamental goal.The paper version was signed by
Vic Toews, P.C., Q.C., M.P.
President of the Treasury Board
I submit for tabling in Parliament the 2007–08 Departmental Performance Report for the Canada Public Service Agency.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007–08 Estimates: Reports on Plans and Priorities and Departmental Performance Reports.
It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance.
It is based on the department’s approved Strategic Outcome(s) and Program Activity Architecture that were approved by the Treasury Board.
It presents consistent, comprehensive, balanced and reliable information.
It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it.
It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.
The paper version was signed by
Nicole Jauvin, President
Canada Public Service Agency
Agency’s raison d’être
The Public Service Human Resources Management Agency of Canada, now referred to as the Canada Public Service Agency serves as the focal point and centre of expertise for the people management of the federal public service. Its core objective is to work toward establishing a public service workforce and workplace that is second to none.
To effectively pursue its mandate, the Agency aims to achieve the following strategic outcome as identified on page 8 of the 2007–08 Report on Plans and Priorities:
A modern, professional public service dedicated to the public interest and supporting ministers in democratic governance, representative of the Canadian public and serving Canadians with excellence in the official language of their choice, with employees effectively and ethically led in a high-quality work environment respectful of their linguistic rights.
In striving toward this goal, the Agency exercises leadership in areas such as classification, learning, leadership, management of executives, official languages, values and ethics, employment equity and employment policies. It also exercises leadership by building and supporting partnerships, including supporting key governance instruments such as the Prime Minister’s Advisory Committee on the Public Service and the Deputy Ministers’ Committee on Public Service Renewal. The Agency delivers services that support public servants, managers and the people management community, including a suite of leadership development and interchange programs, executive staffing at the Assistant Deputy Minister (ADM) level, government-wide awards and recognition programs, and capacity building across a broad range of people management issues and areas. The Agency also ensures the ongoing integrity and sustainability of the people management system through monitoring, measuring and reporting, research, and transformational projects such as work on human resources (HR) business process re-engineering. These are the tools the Agency uses to support federal departments, agencies and institutions in delivering advice to the Government and services to Canadians.
The legal mandate of the Agency flows from the powers delegated to it by the Treasury Board in the Financial Administration Act over the following:
These powers are supplemented by the Agency’s responsibilities under these statutes:
These powers define the Agency’s people management responsibilities for the Public Service.
The following table summarizes the total financial resources the Agency managed in 2007–08.
2007–08 ($ thousands) |
||
---|---|---|
Planned Spending |
Total Authorities |
Actual Spending |
69,260 |
96,931 (a) |
93,379 (b) |
(a) The difference of $27.6M between the authorities of $96.9M and the planned spending of $69.3M is mainly attributable to the increase in funding of $17.4M to continue human resources management modernization, $4.5M for the classification program, $2.8M for activities to implement the Public Service Modernization Act and $2.9M for implementation of the Public Servants Disclosure Protection Act.
(b) Actual spending of $93.4M includes operating expenditures of $6.1M for participants in leadership programs, and $9.3M for corporate services provided by the Department of Finance.
Total authorities of $96.9M less actual spending of $93.4M results in lapsing funds of $3.5M.
The following table summarizes the total human resources the Agency managed in 2007–08.
2007–08 |
||
---|---|---|
Planned |
Actual |
Difference |
490 |
679 (c) |
189 |
Planned and actual human resources include 83 full-time equivalents (FTEs) in the Department of Finance who provide corporate services to the Agency.
(c) Reported FTEs do not include the 94 FTEs participating in leadership development programs, although part of their salaries is included in actual expenditures.
Agency Program Activity Architecture
In 2007–08, the Agency’s priorities and plans were found in three interrelated program activities. Each is composed of key results areas as shown in the following chart. The chart matches page 8 of the 2007–08 Report on Plans and Priorities.
All program activities of the Agency contribute to the achievement of the Government of Canada outcome area of Government Affairs.
Agency Planned and Actual Spending by Program Activity
The following table identifies the planned and actual 2007–08 spending for each of the Agency’s program activities and identifies priorities for each.
Strategic Outcome: A modern, professional Public Service dedicated to the public interest and supporting ministers in democratic governance, representative of the Canadian public and serving Canadians with excellence in the official language of their choice, with employees effectively and ethically led in a high-quality work environment respectful of their linguistic rights. | ||||
Program Activity |
Key Results Areas from |
Planned Spending ($000) |
Total Authorities ($000) |
Actual Spending ($000) |
---|---|---|---|---|
1. Modernized HR management and strengthened accountability |
1.1. Enable and embed HR modernization and Public Service renewal
1.2. Modernize the Public Service Classification System 1.3. Strengthen HR planning, accountability, reporting and transparency |
15,115 |
42,518 |
41,562 |
2. Effective, ethical leadership and a quality work environment |
2.1. Foster strong, effective learning and ongoing leadership renewal
2.2. Promote and embed Public Service values and ethics at all levels |
42,907 |
44,027 |
41,908 |
3. A representative and accessible Public Service |
3.1. Achieve and maintain employment equity plans and priorities
3.2. Achieve and maintain official languages plans and priorities |
11,238 |
10,386 |
9,909 |
Total for Agency | 69,260 | 96,931 | 93,379 | |
Note: Totals may differ between and within tables due to rounding. |
Highlights of the Agency’s Context and Performance
As noted in the Clerk of the Privy Council’s Fifteenth Annual Report to the Prime Minister on the Public Service of Canada, major demographic pressures face the federal public service, including the following:
What follows is a high-level account, organized by program activity, of the results the Agency has achieved in its efforts to support Public Service renewal and deliver on its plans and priorities. Details are outlined in Section II of this document. Examples of lessons learned are also identified.
Program Activity 1. Modernized HR management and strengthened accountability.
Results: The Agency, in partnership with the Public Service Commission, held a series of workshops for managers across the country on the Public Service Modernization Act and staffing flexibilities under the Act. The Agency has also helped build organizational capacity by simplifying human resources management processes. Other initiatives have created Public Service-wide efficiencies; for instance, the Agency developed an Employee Passport to transfer electronic employee records securely between departments. It has also reduced the number of work descriptions from 1,500 to 45, thus reducing the workload of managers and improving the consistency of job evaluations.
Example of lessons learned: We learned that departments and agencies are vitally interested in understanding best practices, rather than receiving direction that constrains their actions. As a result, we developed the Gold Standard for executive performance management, a key element in promoting excellence in the Public Service, to provide best practices to departments.
Program Activity 2. Effective, ethical leadership and a quality work environment.
Results: A disclosure regime created by the Public Servants Disclosure Protection Act has been implemented, including the establishment of Public Sector Integrity Canada. Essential training initiatives and support for departmental Senior Officers responsible for disclosure have been developed and delivered. These initiatives have established a secure and confidential process for public servants to disclose serious wrongdoing in the workplace and protect them from acts of reprisal.
Deputy ministers have increased authority to manage executive human resources and were provided with an Assistant Deputy Minister talent management tool that has helped support them with this accountability. The Agency has also supported improved management of Public Service executives through implementation of the Policy on the Management of Executives. Revisions to the Management Accountability Framework assessment tool for values and ethics are providing consistent and credible performance evidence that is systematically collected and used for departmental performance monitoring and deputy minister accountability.
Example of lessons learned: The trend of high turnover in human resources professionals in departments caused concern for sustaining adequate services to individuals participating in the Management Trainee Program. As a result, the Management Trainee Program Guide was developed to provide departments/agencies with guidelines on required learning, training and development.
Program Activity 3. A representative and accessible Public Service.
Results: A greater diversity of views linguistically, geographically and culturally contributes to the development of better policies, improved and more responsive program design, and the delivery of more effective services for all Canadians. The Agency’s efforts in delivering conferences and workshops raised the awareness and provided tools to 400 national managers related to policies on and expectations for employment equity and duty to accommodate. Using technology, an official language dashboard was launched to provide departments and agencies with a planning tool and a vehicle for auditing their performance on official languages.
Example of lessons learned: Rights and obligations under the Official Languages Act are sometimes misunderstood, and misperceptions about legal and policy obligations persist within and outside the Public Service. This has been addressed at numerous events that promoted sharing of best practices from both national and regional perspectives, with participation from human resources specialists, training coordinators, official language specialists and managers.
From an overall Agency perspective, a survey of the Agency’s clients revealed high levels of client satisfaction with the Agency. This is an indication that the Agency is delivering results in its efforts to support departments and agencies. A great majority of respondents (84 percent) were satisfied with the overall quality of the programs, tools and services offered by the Agency. As well, 77 percent of respondents agreed that the programs, tools and services offered by the Agency met their needs.
That said, the Agency recognizes that there are areas where more work remains to be done. As part of building an effective, enabling HR infrastructure, the Agency is focusing on reducing the reporting burden it places on departments and agencies. While some progress has been made in reducing this burden, the Agency needs more focused efforts in the next year to align and streamline reporting requirements. To this end, in 2008–09 it will initiate a three-pronged strategy to streamline HR-related reporting and ensure value-added and outcomes-based measurement. The Agency is also aiming to develop a portfolio-based approach to assessing departmental performance of people management in order to provide better support to deputy ministers and improve its understanding of the state of people management. In this regard, efforts are also under way to look at the core variables of successful people management and to use this information to guide survey research efforts, as well as potentially inform redesign of people management elements of the Management Accountability Framework.
Agency Priorities and Performance Status
The following table provides a quick snapshot of the Agency’s priorities as identified in the Agency’s 2007–08 Report on Plans and Priorities and the performance status associated with each priority. |
||
name |
Type |
Performance Status |
---|---|---|
1. Modernized HR management and strengthened accountability |
Ongoing |
Progressed as planned with challenges in specific areas |
1.1 Enabling and embedding HR modernization and Public Service renewal
|
Ongoing Ongoing |
Progressed as planned |
1.2 Modernize the Public Service classification system
|
Spring–Winter 2007 2007–08 2007–09 |
Progressed as planned with challenges in specific areas |
1.3 Strengthen HR accountability, performance measurement and reporting
|
2007–08 Ongoing 2007–08 2007–08 Ongoing 2007–08 Ongoing |
Progressed as planned with challenges in specific areas |
name |
Type |
Performance Status |
---|---|---|
2. Effective, ethical leadership and a quality work environment |
Ongoing |
Progressed as planned with challenges in specific areas |
2.1 Foster ongoing leadership renewal and strong, effective learning
|
2007–09 2007–09 2007–09 Ongoing |
Progressed as planned with challenges in specific areas |
2.2 Promote and embed Public Service values and ethics at all levels
|
2007–09 2007–09 2007–09 2007–09 |
Progressed as planned with challenges in specific areas |
name |
Type |
Performance Status |
---|---|---|
3. A representative and accessible Public Service |
Ongoing |
Progressed as planned with challenges in specific areas |
3.1 Achieve and maintain employment equity plans and priorities
|
2007–08 Ongoing 2007–08 Ongoing Ongoing |
Progressed as planned with challenges in specific areas |
3.2 Preserve and achieve official languages plans and priorities
|
2004–09 2004–09 2004–09 |
Progressed as planned with challenges in specific areas |