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2007-08
Departmental Performance Report

Public Service Commission of Canada

Supplementary Information (Tables)

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Table of Contents

• Sources of Respendable and Non-respendable Revenue
• User Fees/External Fees
• Details on Project Spending
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations
• Travel Policies

Source of Respendable and Non-Respendable Revenues

Respendable Revenues ($ thousands)

Program Activity	Actual 2005-2006	Actual 2006-2007	Main Estimates 2007-2008	Planned Revenue 2007-2008	Total Budget Authorities 2007-2008	Actual 2007-2008
Staffing Services and Assessment: Assessment and Counselling Services and Products (Note 1)	-	6,477	6,000	6,000	9,500	9,367
Total Respendable Revenues	-	6,477	6,000	6,000	9,500	9,367

Non-Respendable Revenues ($ thousands)

Program Activity	Actual 2005-2006	Actual 2006-2007	Main Estimates 2007-2008	Planned Revenue 2007-2008	Total Budget Authorities 2007-2008	Actual 2007-2008
Staffing Services and Assessment: Assessment and Counselling Services and Products (Note 1)	4,795		-	-	-	-
Staffing Services and Assessment: Miscellaneous Revenues	-	29	-	-	-	1,385
Appointment Integrity and Political Neutrality: Miscellaneous Revenues	-	5	-	-	-	-
Total Non-Respendable Revenues	4,795	34	-	-	-	1,385
Total Revenues	4,795	6,511	6,000	6,000	9,500	10,752

Note 1: In 2005-2006, the PSC obtained approval to respend the revenues attributable to the Assessment and Counselling Services and Products. This authority, however, was not brought into legal effect due to the federal election call and the dissolution of Parliament. Consequently, these revenues are reflected as non-respendable revenues. Since 2006-2007, the PSC has had the authority to re-spend revenues and these are reflected as part of the respendable revenues.

User Fees

A- User Fees Act

A- User Fee Description	2007-2008	Planning Years - Fiscal Year	Planning Years - Forecast Revenue $	Planning Years - Estimated Full Cost $
Fees charged for the processing of access requests under the Access to Information Act (ATIA) Fee Type: Other products and services Fee-setting authority: ATAI Date last modified: 1992	Forecast revenue: N/A Actual revenue: $267.40 Full cost: $74,425.50 (salary and O&M) Performance standard: Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. The ATIA provides more details: http://laws.justice.qc.ca/en/A-1/218072.html Performance results: Statutory deadlines have been met for 95% of requests. Extension notices were sent within 30 days following the receipt of the request in 14% of cases.	2008–2009	400	215,000
		2009–2010	400	215,000
		2010–2011	400	215,000

B. Date last modified: May 5, 2006

C. Other information:
It is the practice of the PSC's Access to Information and Privacy Office to waive fees where (a) the total reproduction costs that could be assessed amount to less than $25; (b) the information being requested is publicly available; or (c) no response or notice of extension is forwarded within 30 days following receipt of the request. Fees amounting to more than $25 were waived for 53 requests in 2007-2008.

Details on Project Spending

($ thousands)	Current Estimated Total Cost	Actual 2005-2006	Actual 2006-2007	Main Estimates 2007-2008	Planned Spending 2007-2008	Total Budget Authorities 2007-2008	Total Actual 2007-2008
Staffing Services and Assessment Program Activity
Public Service Staffing Modernization Project (PSSMP)
Interim Solution (PSRS)	27,924	8,213	7,412	9,768	9,768	8,686	8,330
Longer Term Solution	4,098	2,354		2,343	2,343	2,343	1,097
Grand Total	32,022	10,567	7,412	12,111	12,111	11,029	9,427

Response to Parliamentary Committees

The PSC did not provide input into government responses to Parliamentary Committees during 2007-2008.

Response to the Auditor General

Modernization of Human Resources Management - Managing the Reforms (Chapter 3 of the February 2005 Report of the Auditor General of Canada)

In 2007-08, the PSC made significant changes to its Staffing Management Accountability Framework (SMAF) that describes the expectations and indicators for departments and agencies. The new SMAF puts more focus on improved short-term outcomes concerning flexibility and efficiency results and staffing values, as well as key change areas needed for long-term success of the PSEA. The new SMAF together with the Departmental Staffing Accountability Report are used for annual monitoring of departmental staffing activities and are integrated with the PSC's broader evaluation framework it established to prepare for the five-year review of the current PSEA. Both the annual monitoring activities and evaluation framework will be used to further establish meaningful performance measures, gather critical benchmarking data, and contribute to the continuous improvement of its ongoing oversight activities. In 2007-08, the PSC piloted a new PSC Survey of Staffing that is better aligned with the current staffing regime and the five-year evaluation framework. Also, in 2007-08, the PSC worked with central agencies to better coordinate human resource reporting for the federal government and further work is planned for 2008-09. Like all departments, the PSC uses the RPP/DPR to inform Parliament of its progress, although the Annual Report is the main vehicle for reporting on implementation of reforms under the new Act.

Response to the Public Service Commission on External Audits

In carrying out its audits of staffing activities of departments and agencies, the PSC assesses the integrity of departmental staffing activities and makes recommendations for improvements to deputy heads. The results of these audits are reported to Parliament. In these audits, the PSC may also identify areas for improvement to the PSC's own operations. In the fall of 2007, the PSC committed to making adjustments to its prioirty administration system as reported in its Audit of the Movement of Public Servants between the Federal Public Service and Ministers' Offices. In the fall of 2006, there were three audits in which the PSC made commitments to improve areas of its own operations. These commitments were reported in the audits of Acting Appointments to and Within the EX Group; Readiness for the New Public Service Employment Act and Follow-up Audit of the Military Police Complaints Commission.

The PSC has taken steps to ensure that these commitments are respected. Progress on action plans to remedy weaknesses is monitored by the Internal Audit Directorate and the Internal Audit Committee. The Audit, Evaluation and Studies Branch is responsible for conducting follow-up audits, which are reported in accordance with its Branch standards.

Internal Audits and Evaluations

Internal Audits 2007-2008

Name of Internal Audit	Audit Type	Status	Completion Date	Electronic Link to Report
Budgeting Audit	Financial controls	In progress	Estimated approval October 2008	n/a
Financial Statements – Cyclical Audit	Financial reporting and management controls	In progress	Estimated approval August 2008	n/a
Public Service Resourcing System, Stream 1 – Final Status Report	Project management and financial controls	Completed	Approved May 2007	www.psc-cfp.gc.ca/abt-aps/inta-veri/2007/psrs-rsfp/index-eng.htm
Audit of Information Technology Security	IT security	Completed	Approved August 2007	www.psc-cfp.gc.ca/abt-aps/inta-veri/2007/mits-vsti/index-eng.htm
Regional Operations Audit	Administrative and program management controls	Completed	Approved February 2008	www.psc-cfp.gc.ca/abt-aps/inta-veri/2008/roa-vor/index-eng.htm

The following are the main Internal Audits conclusions:

• the three completed audits provided information on PSC's management of riskier operations.
• for the Public Service Resourcing System, the audit found that project management and financial controls had been considerably strengthened over a half-year. This would help partly manage the considerable risks this project entailed.
• for the area of Information Technology Security, the PSC was found to be making progress towards establishing an environment compliant to government standards. Nonetheless, the needed oversight, integration and planning mechanisms were still not all in place.
• the Regional Operations audit determined that most management procedures and controls were operating satisfactorily. However, work was still needed, to establish procedures for cost-recovery and to improve reporting on performance and service standards.

Where Internal Audit made recommendations for improving the operations described above, branch management provided sound action plans to address them.

Internal Evaluation 2007-2008

Name of Evaluation	Program Activity	Evaluation Type	Status	Completion Date	Electronic Link to Report
Recruitment of Policy Leaders (RPL) Program	1.3.0	Impact	Completed	February 2008	www.psc-cfp.gc.ca/abt-aps/inev-evin/2008/rpl-rlp-eval-eng.htm
Public Service Resourcing System (PSRS)	1.3.0	Targeted	Completed	July 2008	N/A
Electronic Link to Evaluation Plan: www.psc-cfp.gc.ca/abt-aps/inev-evin/plan-eng.htm

The Executive Management Committee of the Public Service Commission approved the impact evaluation report of the Recruitment of Policy Leaders (RPL) Program.

The main Internal Evaluation conclusions are as follows:

• the RPL Program is consistent with the human resources renewal priorities of the Government of Canada;
• the RPL Program responds to an actual hiring need of departments for policy specialists; and
• the RPL Program has made progress in achieving its objectives.

The executive summary and the management action plan in response to the recommendations are available on the PSC's Web site at www.psc-cfp.gc.ca/abt-aps/inev-evin/2008/rpl-rlp-eval-eng.htm

The PSRS targeted evaluation was completed in July and approved in August 2008. The Executive summary will be available on the PSC Web site in the fall 2008.

Travel Policies 

Comparison to the Treasury Board Secretariat (TBS) Special Travel Authorities

The PSC follows the TBS Special Travel Authorities.

Comparison to the Treasury Board Secretariat (TBS) Travel Directive, Rates and Allowances

The PSC follows the TBS Travel Directive, Rates and Allowances.