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Internal Audits and Evaluations

Internal Audits 2009-2010

Name of Internal Audit	Audit Type	Status	Completion Date
Implementation of Service Transformation	Program Management	Completed	Q4 – 2009-2010
Cyclical Audit, Cycle 2: Revenue	Financial Reporting and Management	Completed	Q3 – 2009-2010
Budgeting	Management Controls	Completed	Q1 – 2009-2010
HR Special Projects - PeopleSoft	Project and Process Management	In Progress	Est. Q3 – 2010-2011
Cost Management of Information Technology	Management Controls and Risk Management	In Progress	Est. Q2 – 2010-2011

The following are the main Internal Audit conclusions.

Implementation of Service Transformation: Staffing and Assessment Services had many challenges in transforming its business processes for its new cost recovery mandate. It was found that management had put in most elements of a sound structure to deliver services efficiently and effectively and to assess and manage its risks in this dynamic environment.

Cyclical Audit, Cycle 2: Revenue: Invoicing for Public Service Commission (PSC) services involves many stakeholders, especially with the move towards more services being cost recovered. The PSC had to develop new billing systems and change internal processes. Although basic financial management and reporting controls were found to be in place, more work was needed on the PSC’s fee structure and costing model, management reports and documentation of procedures.

Budgeting: This audit found that the PSC has established a budgeting process that enables both the timely development of annual budgets and the monitoring of budget performance. Expertise, systems and tools are in place. Some budget processes need improvement, such that funds can be reallocated more quickly. A stronger challenge role by the corporate management group is also needed.

The Internal Audit Directorate made some recommendations for improvement relating to the above projects, and management provided sound action plans to address them all.

Internal Evaluation 2009-2010

Name of Evaluation	Program Activity	Program Type	Status	Completion Date
Priority Administration	1.1.0	Summative Evaluation	In progress	December 2010
Assessment Policy – Requirements Specific to the EX Category	1.1.0	Summative Evaluation	In progress	September 2010
Communications and Parliamentary Affairs	2.1.0	Summative Evaluation	In progress	July 2010
PSC-led Pools	1.3.0	Formative Evaluation	Completed	May 2010
Post-Secondary Recruitment Program	1.3.0	Formative Evaluation	Completed	April 2010

The Executive Management Committee (EMC) of the PSC approved the evaluation report of the Post-Secondary Recruitment Program (PSR). One of the major conclusions is that the PSR is perceived to be supporting staffing in the public service by attracting candidates who are normatively representative of the Canadian population and providing them with an avenue of access to jobs in the federal public service. However, it continues to be under-utilized due to limited awareness and knowledge of the program and a perceived difference between the interests and preferences of hiring managers and the program design. Cost effectiveness could be improved through testing and assessment alterations.

The EMC also approved the evaluation report of the PSC-led Pools. One of the major conclusions is that PSC-led Pools are relevant and consistent with government and PSC policies and priorities. PSC-led Pools can work, under the right circumstances, when they are flexible and the needs of clients are appropriately identified and targeted. Consequently, the PSC should anticipate and map out client needs through ongoing communications and environmental scanning and factor in high-demand regions and high-volume job classifications. Another finding is that they do not have consistently clearly defined goals and objectives related to service delivery, business processes, needs assessment and client satisfaction. Therefore, the PSC should develop uniform service-delivery processes and standards to address service-related issues promptly and effectively. A more consistent, accountable and appropriate management structure is recommended to support ongoing stability and improvement. For this reason, the PSC should identify a lead and clarify roles and responsibilities related to PSC-led Pools. Overall, there is inherent risk in PSC-led Pools where there is no assurance that costs will be recovered. Costing strategies should be reviewed to help mitigate these risks.

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