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Section II – Analysis of Program Activities by Strategic Outcome

Strategic Outcome
To provide Canadians with a highly competent, non-partisan and representative public service, able to provide service in both official languages, in which appointments are based on the values of access, fairness, transparency, and representativeness.

Performance information

The Public Service Commission's (PSC) 2008-2009 Departmental Performance Report presents the results achieved against planned performance expectations as set out in our 2008-2009 Report on Plans & Priorities.

The PSC's assessment of staffing performance is based on the Staffing Management Accountability Framework and focused on 76 delegated departments and agencies². The use of survey indicators at the organizational level is still under-development.

To ensure consistency, the indicators and performance measures for the PSC's strategic outcome have been revised to reflect those of the PSC's Annual Report. The progress towards each element of our strategic outcome is reported below. More information can be found in the PSC's Annual Report at (http://www.psc-cfp.gc.ca/).

INDICATOR - Flexibility and Efficiency	PERFORMANCE INFORMATION
Indicator 1: Improved manager satisfaction with flexibility in making appointments Performance measure: Level of satisfaction	86% of managers responding to the PSC Survey of Staffing3 conducted in 2008-2009 felt they had at least some flexibility to carry out staffing processes in an efficient manner.
Indicator 2: Reduced length of time for appointment process Performance measure: Monitor trends	The average time to staff during 2008-2009, for internal advertised processes, was 124 calendar days (17.7 weeks) for distinct processes compared to 154 days (22 weeks) for processes considered to be collective. In comparison, the average time to staff during 2007-2008 was 132 calendar days (18.9 weeks) for distinct processes compared to 155 days (22.1 weeks) for processes considered to be collective. Time to staff data is collected through the Publiservice Web site and is calculated based on date the advertisement is posted to the date of first notification of appointment.
Indicator 3: Progress with appointee satisfaction regarding duration of appointment process Performance measure: Level of satisfaction	Overall, 6 out of 10 Survey of Staffing respondents, who were candidates in advertised processes, were either neutral about or satisfied with the elapsed time taken to complete the process

INDICATOR - Merit (includes Competencies and Official Languages	PERFORMANCE INFORMATION
Indicator 1: Managers' satisfaction with quality of hires Performance measure: Level of satisfaction	Of those managers responding to the Survey of Staffing who indicated they had sufficient opportunity to observe the performance of the appointee, 98% were satisfied with the quality of the hire for the last position that they staffed during the reporting period.
Indicator 2: Percent of non-imperative appointments where the person does not meet the official language profile within the time periods prescribed by regulations Performance measure: Number of non-compliant cases	On March 31, 2009, there were 69 cases exceeding two years that were not compliant with the Public Service Official Language Exclusion Approval Order (PSOLEAO) or its Regulations. This number has decreased from 156 in the previous year.
Indicator 3: Candidates' perceptions on whether actual job requirements match advertised requirements Performance measure: Percentage of candidates who felt job requirements matched advertised requirements	79% of candidates responding to the Survey of Staffing indicated that, within their work unit, advertised job requirements reflected the requirements of the position to be filled
Indicator 4: Candidates' perceptions on whether the posted qualifications and criteria for positions are bias-free and barrier-free; Performance measure: under review	Of those candidates responding to the Survey of Staffing, 44% indicated that, within their work unit, advertised job requirements posed at least moderate barriers to candidates who would otherwise qualify for the position.
Indicator 5: Trends in founded Public Service Staffing Tribunal (PSST) complaints and PSC investigations into staffing; and Performance measure: Number of founded PSST complaints or PSC investigations into staffing	In 2008-09, there were 21 founded PSC investigations – 15 related to external appointment processes and 6 related to fraud. This has increased from the previous year when there were 6 founded investigations – 3 related to external processes and 3 related to fraud. In addition, the PSST found that there was abuse of authority in 6 complaints brought before the tribunal.
Indicator 6: Trends in in-house investigations and founded complaints. Performance measure: Number of founded complaints into staffing based on in-house investigations	In 2008-09, there were nine investigations of internal processes, of which six were founded. Of the six founded complaints, one investigation was conducted by the PSC at the deputy head's request. This has increased from 2007-2008, when deputy heads investigated four internal processes, two of which were founded.

INDICATOR - Non-partisanship	PERFORMANCE INFORMATION
Indicator 1: Managers' perceptions of external pressure to select a particular candidate Performance measure: under review	Not available
Indicator 2: Number of founded complaints related to political influence in staffing. Performance measure: Number of founded PSC complaints related to political influence in staffing	Over the course of 2008-2009, no cases of political influence in staffing were brought to the attention of the PSC.

INDICATOR - Fairness	PERFORMANCE INFORMATION
Indicator 1: Candidates' perceptions of the fairness of the assessment process Performance measure: Monitor trends	Of the candidates responding to the Survey of Staffing who participated in an advertised process, 71% indicated that the factors on which they were eliminated were evaluated fairly.
Indicator 2: Percentage of acting appointments that became indeterminate in the same or similar position in the same organization. Performance measure: Monitor trends	The number of acting appointments that had subsequent promotions was 30% over the last three fiscal years (2006-2007 to 2008-2009). Similarly, the number of acting appointments remained relatively stable, representing about 17% of overall promotions.

INDICATOR - Transparency	PERFORMANCE INFORMATION
Indicator 1: HR plans and staffing strategies are communicated on organizations' Web sites and contents are clearly communicated to employees and managers Performance measure: Current HR plans and staffing strategies are communicated to employees in a timely and transparent manner	Based on 2008-2009 DSAR results, 78% of organizations were assessed with acceptable performance in ensuring transparency regarding their staffing activity by communicating their HR plan and staffing strategies to staff.
Indicator 2: Organizations demonstrate consultation and communication of staffing-related information to unions Performance measure: The organization communicates with and consults unions on staffing issues in a timely and transparent manner	Based on 2008-2009 DSAR results, 95% of organizations were assessed with acceptable performance in consulting with unions on staffing issues.
Indicator 3: Length of time job openings posted Performance measure: under review	For external advertisements, over one third of the approximately 1 million applications received in Public Service Resourcing System (PSRS) each year are for jobs advertised for 2 days or less. These processes average over 250 applications per job posting. For internal advertisements, one percent of the jobs advertised through Publiservice were for two days or less. These processes average around 30 applications per job posting.
Indicator 4: Candidates' perceptions of openness and transparency in internal staffing Performance measure: Monitor trends	Of the candidates responding to the Survey of Staffing 71% described staffing within their work unit as being conducted in a transparent manner.

INDICATOR - Access	PERFORMANCE INFORMATION
Indicator 1: Ratio of non-advertised external processes to total Performance measure: Monitor trends	In 2008-09, 26% of external processes were non-advertised.
Indicator 2: External processes advertised nationally to total Performance measure: under review	Due to a change in policy, the PSC expects that 100% of all external advertised processes for indeterminate positions and terms over six months, unless the positions are seasonal in nature or have been granted an exception, will be advertised nationally.
Indicator 3: Ratio of non-advertised internal processes to total Performance measure: Monitor trends	In 2008-09, 45% of internal processes were non-advertised.
Indicator 4: Trends of managers' selection of non-advertised processes Performance measure: Monitor trends	Hiring managers who answered the PSC Survey of Staffing indicated the following reasons as important for using non-advertised processes: • 87% indicated an urgent need to staff the position; • 75% indicated a skill shortage; and • 57% indicated a developmental program or other investment in staff.

INDICATOR - Representativeness	PERFORMANCE INFORMATION
Indicator 1: EE distribution of hires versus work force availability Performance measure: Monitor trends	For Aboriginal peoples, there was a decrease in the recruitment rate from 4.4% in 2007-2008 to 4.2% in 2008-2009, as compared to a workforce availability (WFA4) of 3.0%. For visible minorities, there has been a steady increase in their recruitment rates to the public service, from 15.6% in 2006-2007 to 18.8% in 2008-2009, as compared to a WFA of 12.4%. For persons with disabilities, recruitment rates have dropped from 3.9% in 2006-2007 to 3.3% in 2008-2009, as compared to a WFA of 4.0%.
Indicator 2: Number and percentage of internal and external staffing advertisements with EE provisions – to enhance access of EE group members to public service positions Performance measure: Monitor trends	Organizations used EE provisions in 34% of externally advertised processes and in 35% of internally advertised processes, increases of 9 and 5 percentage points respectively over the previous fiscal year.

 

Program activity 1.1.0 - Appointment Integrity and Political Neutrality

The Appointment Integrity and Political Neutrality activity develops and maintains a policy and regulatory framework for safeguarding the integrity of public service staffing and ensuring political neutrality. This activity includes establishing policies and standards, providing advice, interpretation and guidance and administering delegated and non-delegated appointment authorities.

Program Activity: Appointment Integrity and Political Neutrality

2008-2009 Financial Resources ($ thousands)			2008-2009 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
16,977	20,753	17,047	154	142	12

Performance Information

Expected Results	Performance Indicators	Targets	Performance Evidence
Recruitment strategies and staffing practices, consistent with the Public Service Employment Act (PSEA) and Public Service Commission (PSC) strategic outcome, are implemented across the public service Mostly Met	Indicator 1: Level of success in implementing recruitment strategies and staffing practices, consistent with the PSEA and the PSC strategic outcome, across the public service	Satisfactory findings on the implementation of the PSEA	Preliminary work to develop an integrated PSC approach for assessing implementation of the Act and preparing for the five-year review required under Section 136 of the PSEA were completed.
	Indicator 2: Number of delegation instruments with limitations or conditions imposed by the PSC	Zero	As of March 31, 2009, three organizations were subject to a modified delegation instrument with limitations or conditions imposed by the PSC: the Canada Space Agency, the Office of the Correctional Investigator and the Royal Canadian Mounted Police. The target of zero is a challenge as the PSC cannot control compliance and the subsequent limitations or conditions imposed on departments and agencies. The PSC determines compliance through its oversight activities. The number of organizations with restrictions remained the same as the previous year.
	Indicator 3: Number of complaints to Public Service Staffing Tribunal (PSST)	Under development	In 2008-2009, 583 complaints were referred to the PSST in 2008-2009, up from 566 in 2007-2008.

Performance analysis

The PSEA includes a legislative requirement to review the Act, its administration and operation five years after it comes into force. As part of its preparation for this review, the PSC began a number of studies and projects to determine whether the objectives of the PSEA and the PSC's strategic outcomes have been achieved.

One of the major projects begun during the reporting period was the review of the PSC Appointment Policy Framework. In 2008-2009, detailed Terms of Reference and an Action Plan for the review were developed, consultations with internal and external stakeholders took place and, research, analyses, and special studies were initiated.

The PSC also demonstrated continuous leadership in supporting 82 federal departments and agencies in managing their delegated staffing authorities. Over 2008-2009, the PSC offered 144 information sessions to 3,689 participants. The PSC also developed a number of tools, including a staffing checklist, guidance on informal discussions, and selection for retention and lay-offs. These tools will soon become available to all departments and agencies. Feedback received during the development and consultation phases of these tools has been very positive. All SmartShop/Information sessions were well received by both the Human Resources and Managers' communities. Based on feedback provided by the participants, 75% of the respondents felt that the PSC had met its objective for the information sessions. The participants were also asked to rate the content and presentation for which the results were over 70% and 84% respectively, indicating above average to excellent ratings.

As of December 2008, the PSC finalized its expansion of the use of national area of selection (NAOS) for all occupational groups across the country. All full-time indeterminate positions and term positions of six months or more are now open across the country and to Canadians living abroad. This is a significant improvement as access to these jobs across Canada has gone from 19 percent (2004) to 55 percent (2007) to 100 percent access in 2008.

The PSC also administered the political activities regime under Part 7 of the PSEA. The purpose of Part 7 is to recognize the right of employees to engage in political activities, while maintaining the principle of political impartiality in the public service. Work was undertaken in 2008-2009 to improve employees' awareness of their rights and legal obligations regarding political activities. There were 29 information sessions given to approximately 450 participants on political activities in 13 locations across Canada. During this period, the PSC received a total of 54 political candidacy requests, a 20% increase from the previous year, for federal, provincial, territorial, and municipal elections. A total of 50 requests were presented for PSC decision, of which 48 were granted permission and 2 were denied.

Program activity 1.2.0 - Oversight of Integrity of Staffing and Political Neutrality

The Oversight of Integrity of Staffing and Political Neutrality activity provides an accountability regime for the implementation of the appointment policy and regulatory frameworks for safeguarding the integrity of public service staffing and ensuring political neutrality. This activity includes monitoring departments' and agencies' compliance with legislative requirements, conducting audits, studies and evaluations, carrying out investigations and reporting to Parliament on the integrity of public service staffing.

Program Activity: Oversight of Integrity of Staffing and Political Neutrality

2008-2009 Financial Resources ($ thousands)			2008-2009 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
36,106	37,068	33,071	313	267	46

Performance Information

Expected Results	Performance Indicators	Targets	Performance Evidence
Organizations have implemented Public Service Commission (PSC) monitoring and audit recommendations and corrective action as a result of investigations that contribute to safeguarding the integrity of staffing and political neutrality Mostly Met	Indicator 1: Percentage of PSC audit recommendations and corrective action implemented by organizations	100 %	As a result of the 2007-2008 Departmental Staffing Accountability Report (DSAR) exercise, the PSC provided 68 organizations with recommendations for improvement. Through the 2008-2009 DSAR process, 37 (54%) of these organizations were assessed as having acted on all recommendations and demonstrated improvement in all recommendation areas. Most of the remaining organizations (23 of 31) acted on at least half of the recommendations and demonstrated improvement, while the remaining eight could not demonstrate that they had acted on and obtained improvement on at least half of the PSC’s recommendations. All organizations in receipt of audit recommendations are making progress in implementing them. Some recommendations require additional implementation time; monitoring is ongoing. Canada Space Agency has demonstrated improvement through its quarterly monitoring reports. As a result, some delegation conditions were removed in 2008-2009. The Commission for Public Complaints Against the Royal Canadian Mounted Police (RCMP) implemented all audit recommendations, resulting in the PSC restoring full delegation for staffing under the Public Service Employment Act (PSEA). The RCMP continues to implement its audit recommendations and the PSC is monitoring the situation closely. A senior PSC advisor has been appointed to oversee the implementation of these audit recommendations. All instances where corrective action was assessed against an organization in response to an investigation are being monitored for compliance within the timeframes required. To date, all affected departments and agencies have met these requirements.
Enhanced risk-based oversight of the integrity of public service staffing Mostly Met	Indicator 1: Percentage of coverage of oversight activities (monitoring, audits, evaluations and studies)	100%	In 2008-2009, the PSC Oversight Activity covered 80 of the 82 organizations: 76 through the DSAR process and 4 through audits. The remaining two organizations were not required to participate in the DSAR process because they were newly created in 2008-2009 and there were no results to monitor. The Survey of Staffing was launched to provide the PSC with more in-depth survey coverage, the results of which are used to support the PSC’s ongoing monitoring activities. In 2008-2009, the PSC reported on two audits, one follow-up audit, two evaluations and three studies.

Performance analysis

Oversight activities hold deputy heads accountable for exercising their delegated appointment authorities and allow the PSC to fulfill its reporting obligations to Parliament. This program activity has made significant progress in ensuring that organizations appropriately manage their delegated authorities. Also, significant work was undertaken to ensure that the level of oversight exercised by the PSC is appropriate and effective.

The PSC monitors and provides feedback to departments through the Departmental Staffing Accountability Report (DSAR) process and the Staffing Management Accountability Framework (SMAF). During 2008-2009, 68 departments and agencies received feedback letters and recommendations based on the previous year's DSAR, with the majority of these organizations accepting and implementing the PSC's recommendations. This resulted in rigorous assessment and improved accountability of the integrity of the staffing system for delegated departments and agencies. These recommendations were tracked by the PSC and organizations were asked to report through the 2008-2009 DSAR process on what actions they had taken to make corrections.

A review of the PSC's oversight function was completed in January 2009. The review was initiated by the PSC and conducted under the direction of an independent committee. The objective was to determine the appropriateness of the approach and level of effort of the PSC oversight function and to identify opportunities for improvement, while still respecting the PSC's statutory obligations. The Committee confirmed the appropriateness of the PSC's current approach and provided a number of valuable recommendations to support the refinement and ongoing improvements of the PSC's oversight function. The Report of the Independent Review Committee is available at http://www.psc-cfp.gc.ca/abt-aps/rprt/ovr-srv/index-eng.htm.

An important component of ensuring the integrity of the public service appointment process is the conduct of independent audits and studies by the PSC. During 2008-2009, the PSC tabled two audit reports to Parliament “Government-wide audit of executive (EX) appointments” and “Royal Canadian Mounted Police – appointments under the PSEA” and one follow-up audit, “Commission for Public Complaints Against the RCMP”. The EX audit will serve as a benchmark for future monitoring and effective reporting on the results of Executive appointments.

In addition to these audits, three separate studies were conducted: Study on mobility of public servants, demonstrating the importance of recruitment, retention and succession strategies for specific occupational groups; the Educational Profile of Appointees; and Appointment under the Public Service Employment Act following participation in federal student employment programs.

The study results describe how the staffing system functions, addressing specific policy or program issues and/or current Parliamentary or public interest issues in order to support the PSC's oversight function.

The PSC investigates specific appointment processes and allegations of improper political activities. In 2008-2009, the PSC received a total of 432 files compared to 292 in 2007-2008. This increase is partially due to factors such as a lack of understanding by public servants of Part 7 of the PSEA regarding their political activities and a better understanding of PSC's role in investigations.

Investigations conducted over the reporting period resulted in 14 founded investigations into external appointment processes, 1 founded investigation on behalf of a deputy head, 6 founded fraud investigations and 17 founded investigations into improper political activities. Investigations provide assurance to Parliament, and ultimately Canadians, regarding the integrity and effectiveness of the appointment process, including the protection of merit and non-partisanship.

Program activity 1.3.0 - Staffing Services and Assessment

The Staffing Services and Assessment activity develops and maintains systems that link Canadians and public servants seeking employment opportunities in the federal public service with hiring departments and agencies. It provides assessment-related products and services in the form of research and development, consultation, assessment operations and counselling for use in recruitment, selection and development throughout the federal public service. This activity also includes delivering staffing services, programs and products to departments and agencies, to Canadians and public servants, through client service units located across Canada.

Program Activity: Staffing Services and Assessment

2008-2009 Financial Resources ($ thousands)			2008-2009 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
46,527	53,985	56,167	563	600	(37)

Note: Excludes $14 million of expenditures related to net voting activities offered on a cost recovery basis.

Performance Information

Expected Results	Performance Indicators	Targets	Performance Evidence
Staffing and assessment services and products meet the business needs of clients and are consistent with the PSEA  and the PSC strategic outcome Mostly Met	Indicator 1: Level of client satisfaction with PSC staffing and assessment services and products	Satisfactory consultation and survey results	Staffing Services client satisfaction - The Staffing and Assessment Services Branch (SASB) Client Satisfaction Survey was not available in 2008-2009. It is currently in the last stages of preparation and will be implemented starting end of June 2009. Assessment Services client satisfaction - In the absence of a SASB-wide survey, the Personnel Psychology Center (PPC) continued to administer its Executive Counseling Services Survey. Over 95% of the clients who responded to the questionnaire indicated (a) that the Executive Counseling Services had made a difference, and (b) that they would recommend the service to others. The PPC continued to distribute its survey on Test Services. Over 85% agreed or strongly agreed that Test Services responded quickly to their request and that the PPC understood their needs. Less than 4% of all responses were negative (either disagree or strongly disagree). Ninety percent of those who responded to the survey agreed or strongly agreed that they were provided with service in the first official language of their choice and were treated courteously.
	Indicator 2: Degree of consistency of staffing and assessment services and products with the PSEA and the PSC's strategic outcome	Satisfactory audit and study findings	Under the 2008 Government-wide audit of Executive appointments, 27% of audited appointments involved the PSC as a service provider. Overall, this audit found there was a need for improvement in some of the advice and services provided by the PSC on Executive staffing. The PSC is committed to undertake a quality review of PSC files on Executive resourcing services provided to organizations to ensure quality and consistency with the PSC policy framework. The PSC commits to instituting rigorous quality control and introducing mechanisms to address changes in relevant policies, while maintaining service delivery standards. The PSC continued to develop innovative products, services and systems that optimize our business approaches for the delivery of staffing and assessment services. In the reporting period, the PSC piloted and implemented the Extreme Hiring Makeover (a project management hiring model), improved the job-seeker’s experience by re-vamping the jobs.gc.ca Website, advanced the e-testing strategy and put in place plans to conduct Virtual Job Fairs, in partnership with departments and agencies.

Performance analysis

The PSC continued to offer staffing and assessment services for the public service that complement services available within federal organizations and target economies of scale. The second Report of the Prime Minister's Advisory Committee on the Public Service released in February 2008 recommended that the PSC move more fully to cost recovery for its staffing and assessment services, with appropriate involvement by deputy heads in the governance of those services. Furthermore, with the support of the Clerk of the Privy Council, the PSC created a Deputy Minister Advisory committee to provide advice on issues concerning the delivery of its staffing and assessment services.

The PSC supported departments and agencies in their processes by providing broad recruitment and staffing services. During 2008-2009, organizations hired approximately 10,000 students under the PSC's Federal Student Work Experience Program. The Post Secondary Recruitment Program campaign reached record levels for the second year in a row with over 55,000 applications, leading to 18,000 candidate referrals for hiring organizations. More than 200 service requests were undertaken for turnkey or partial staffing services for more than 50 different federal organizations. In addition, the PSC created and maintained 43 pools and targeted inventories, enabling organizations time-saving access to partially or fully assessed candidates.

In the area of assessment, the PSC continued to deliver a wide range of optional and mandatory assessment services. During 2008-2009, the PSC implemented a new Second Language Evaluation (SLE) test of oral proficiency, a shortened version of the new SLE Test of Written Expression, and developed a new system for assessing official SLE test results for launch in the new fiscal year. The PSC also administered over 25,000 oral proficiency tests and fully met its priority-based service standards 100% of the time. The PSC delivered over 215,000 tests, increased the number of organizational e-testing centres and increased the number of PSC tests that can be administered electronically via these centres.

In 2008-2009, the PSC undertook a further review of its test security practices after receiving information which suggested that a private language school was in possession of PSC SLE tests. A PSC audit concluded that the private sector school possessed and used versions of the PSC SLE reading and writing tests without the authorization of the PSC. The PSC updated its Test Security Action plan to address the recommendations from both the audit and the internal review perspectives. The PSC began implementing these recommendations in 2008-2009 and this work will continue into 2009-2010 and beyond.

The PSC continued to determine accommodation measures on PSC tests for persons with disabilities and, using cost-recovery, to provide advice and recommendations to departments and agencies on accommodation for specific organizational tests. The PSC received 2,442 accommodation requests, which constituted an increase of about 6.45% over the previous fiscal year. The growing demand for services in this area over recent years has been an operational challenge for the PSC. Measures are underway to streamline accommodation processes and to reduce backlogs and waiting periods in this area. In addition, the PSC developed new and modified assessment products including over 200 adapted test formats for persons with disabilities. The result is that candidates with disabilities were ensured fair assessment through advice and/or adapted PSC test formats, which enabled them to demonstrate their competencies.

The PSC also partnered with 16 federal organizations to create a Visible Minority Executive Pool enabling federal organizations to facilitate representation of this particular employment equity group in the public service.

The PSC continued to develop innovative approaches for the delivery of staffing and assessment services in the reporting period. The PSC piloted and implemented the Extreme Hiring Makeover (a project management hiring model), advanced the e-testing strategy and put in place plans to participate in job fairs using the Virtual Web World, in partnership with departments and agencies.

The PSC has developed a business plan for the Public Service Staffing Modernization Project to help secure funding and to ensure ongoing operations, continued innovations and enhancements and the creation of a single staffing portal for internal and external staffing. The PSC has worked with departments and agencies to obtain their support for our tools and the business plan, however funding is not secure. Discussions are underway with the Treasury Board of Canada Secretariat.

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