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President's Message

I am pleased to present the 2010-2011 Departmental Performance Report of the Public Service Commission (PSC) of Canada. The PSC is an independent agency reporting to Parliament, mandated to safeguard the integrity of public service staffing system and the political neutrality of the public service. We also recruit qualified Canadians from across the country and living abroad.

This reporting period is the last for this Commission and, for the PSC, my final year as President. Three senior executives also retired and succession is under way as part of our transition planning.

Our first corporate priority, as set out in our Report on Plans and Priorities, was to play a leadership role in the review of the Public Service Modernization Act (PSMA) through an evidence-based assessment of the implementation of the Public Service Employment Act (PSEA), including recommendations for change. The PSC has worked in close partnership with the PSMA Review Team on the formal legislative review. Our Special Report, entitled "Merit and Non-partisanship under the Public Service Employment Act (2003)", was tabled in Parliament on March 22, 2011. The report provides the Commission's assessment based on five years of operation of the PSEA and it made recommendations on what we feel is required to improve the system and ensure that Canadians continue to benefit from a professional, merit-based and non-partisan public service.

Our second priority was to provide independent oversight and assurance to Parliament on the integrity of the staffing system and the non-partisanship of the Federal Public Service. Effective oversight is fundamental to the PSC's accountability to Parliament. An independent review committee examined the PSC's oversight activities and, in its January 2009 report, the committee made a series of recommendations such as improving stakeholder communications, streamlining its monitoring and audit functions and further engaging our partners. All recommendations have been addressed; some have been completely implemented, while others have been successfully integrated into ongoing operations. We have designed these initiatives to improve oversight in our highly-delegated staffing model and enhance the PSC's accountability to Parliament.

Our third priority was to provide integrated and modernized staffing and assessment services. In the four years since our increased authority for cost recovery, our cost recovery operations have nearly doubled. During 2010-2011, we revamped our Post-Secondary Recruitment campaign, targeting specific career streams that will facilitate the process for Canadians applying for federal jobs. In partnership with the Treasury Board of Canada Secretariat, departments and agencies, we secured permanent funding for the Public Service Resourcing System, our electronic recruitment system. We worked with Human Resources and Skills Development Canada on an approach to transfer the internal staffing component of Publiservice to the PSC, paving the way for the full integration of external and internal staffing systems. Moving forward, a new three-year business plan was developed to guide the evolution of the PSC as a centre of expertise in staffing and assessment services.

Our fourth priority was to build on the PSC as a model organization. Further progress was made in developing specific action plans based on our on-line employee engagement surveys and the setting of a 100% target for completion of Employee Learning Plans and Employee Performance Evaluations. Extensive preparatory work was undertaken with respect to the PSC's relocation to Gatineau in 2013.

During this reporting period, the PSC also implemented budget reductions resulting from the horizontal strategic review of human resources management and the freeze on operating budgets. Through prudent spending, realizing further operational efficiencies and extending our cost recovery operations, we were able to achieve the necessary budget reductions.

I would like to take this opportunity to recognize the progress that has been made in implementing the vision enshrined in the PSEA and the invaluable role that all stakeholders have played in achieving this aim.

Our impressive achievements would not have been possible without the steadfast support and dedication of PSC employees at all levels of the organization. I am confident that they will continue to uphold the mandate of the PSC, which is fundamental to maintaining a professional and non-partisan public service, recognized internationally for its excellence.

Section I: Organizational overview

Raison d'être

The Public Service Commission (PSC) is dedicated to building a public service that strives for excellence. We protect merit, non-partisanship and the use of both official languages, while ensuring respect for the values of fairness, access, transparency and representativeness.

We recruit talented Canadians from across the country and living abroad and renewed our recruitment services to meet the needs of a modern and innovative public service.

Responsibilities

On behalf of Parliament, the PSC safeguards the integrity of staffing and the non-partisan nature of the public service. In this respect, the PSC works closely with government but is independent from ministerial direction and is accountable to Parliament.

The PSC is mandated to:

• Administer the provisions of the Public Service Employment Act (PSEA) that are related to the political activities of employees and deputy heads;
• Oversee the integrity of the staffing system and ensure non-partisanship. This oversight role includes maintaining and interpreting data on the public service, carrying out audits that provide assurance and make recommendations for improvements, conducting investigations that can lead to corrective action in the case of errors or problems; and
• Appoint, or provide for the appointment of, persons to or from within the public service. This has been delegated to departments and agencies. The PSC provides staffing and assessment functions and services to support staffing in the public service.

Strategic outcome and Program Activity Architecture

The PSC Program Activity Architecture consists of one strategic outcome and four program activities.

Government of Canada Spending and Outcome Area	Government Affairs
	Safeguarding and fostering the integrity and political neutrality of public servants
PSC – Program Activity Architecture	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 fairness, access, transparency and representativeness
	Activities	1.1.0 Appointment Integrity and Political Neutrality	1.2.0 Oversight of Integrity of Staffing and Political Neutrality *	1.3.0 Staffing Services and Assessment	2.1.0 Internal Services
	Sub-activities	1.1.1 Policy, Regulation and Exclusion Approval Orders	1.2.1 Monitoring	1.3.1 Staffing Services	2.1.1 Governance and Management Support
		1.1.2 Delegated Appointment Authorities	1.2.2 Audit, Evaluation and Studies **	1.3.2 Assessment	2.1.2 Resource Management Services
		1.1.3 Non-delegated Authorities	1.2.3 Investigations		2.1.3 Asset Management Services
		1.1.4 Political Activities

* The name was changed to “Oversight of Integrity in Staffing” effective FY 2011-2012

** The name was changed to *Audit and Data Services* effective FY 2011-2012

Organizational Priorities

Performance/priority status legend

Priority I	Type*	Program Activity
Play a leadership role in the review of the Public Service Modernization Act (PSMA) through an evidence-based assessment of the implementation of the Public Service Employment Act (PSEA), including recommendations for change.	New	1.1.0 Appointment Integrity and Political Neutrality
Status: Met all
Progress in 2010-2011 against RPP planning key actions includes: Completing research and analysis on key issues related to merit, non-partisanship, recourse and other aspects of PSEA implementation and identifying recommendations for change – The PSC completed its assessment of the PSEA and tabled the results in a Special Report to Parliament in March 2011. The Report set out future direction on improving the staffing system, enhancing the non-partisanship of the public service, strengthening the governance and operation of the Commission and making recommendations for limited legislative change. Implementing the results of the review of the PSC’s Appointment Policy Framework – The PSC completed its comprehensive review of the Appointment Policy Framework (to come into force in 2011-2012) to ensure a values-based, harmonized suite of policies to respect the spirit of the legislation and a well-functioning delegated appointment system. It also updated appointment policies, policy guides and tools, including a PSC Glossary, and developed an outreach strategy. Completing outreach with stakeholders on key issues related to PSEA implementation, including collective staffing and non-advertised processes – The PSC consulted with public servants, departments and agencies, human resource (HR) professionals, academics, bargaining agents and other interested parties on a range of issues related to implementation of the Act and future directions, including non-partisanship and the choice of appointment process. It also held consultations on a proposal to amend the Public Service Employment Regulations (PSER) to accommodate the unique needs of spouses of employees and members of the Canadian Forces, Royal Canadian Mounted Police, Statistics Canada and the Office of the Governor General’s Secretary. Continuing to work with central agencies, including the PSMA Review Team, to ensure effective information exchange and co-ordination of efforts, where appropriate – The PSC continued to collaborate with the team conducting the formal legislative review of the PSMA. It served as an active member of the PSMA Review Partners Committee and shared its analysis of five years of operation under the PSEA with the Review Team, the results of which were presented in a PSC Special Report to Parliament in March 2011. The PSC also strengthened its relationship with the HR Council and established a liaison function to promote effective information exchange and dissemination.

* “Type” is categorized as follows: Previously committed to—committed to in the first or second fiscal year before the subject year of the report; Ongoing—committed to at least three fiscal years before the subject year of the report; and New—newly committed to in the reporting year of the Departmental Performance Report (DPR).

Priority II	Type	Program Activity
Provide ongoing independent oversight and assurance to Parliament on the integrity of the staffing system and the non-partisanship of the federal public service.	Previously committed	1.1.0 Appointment Integrity and Political Neutrality 1.2.0 Oversight of Integrity of Staffing and Political Neutrality
Status: Met all
Progress in 2010-2011 against RPP planning key actions includes: Implement the Oversight Review recommendations – The PSC implemented an action plan further to recommendations of the 2008 Independent Review Committee which assessed the PSC’s oversight activities. It also developed a plan to review whether organizations are meeting expectations set out in the Appointment Delegation and Accountability Instrument and making decisions based on the core and guiding values, and whether appropriate indicators, based on accurate information, are used. The PSC continued to communicate its oversight framework to organizations to clarify expectations. Audit methodology has been posted on the Government of Canada's internal Web site, GCPEDIA, for organizations that wish to use the methodology proactively. The PSC streamlined and strengthened its audit methodology to ensure continuous improvement of the process. Various tools, sampling software and templates have also been developed. The PSC has developed a vision and a common set of priorities to implement a business intelligence and enterprise data warehouse (EDW) that will promote timely access to quality staffing data and information to support oversight and share with other organizations across government. Continuing to monitor departments and agencies to assess their compliance with legislative requirements of the PSEA and their staffing performance – The PSC holds deputy heads accountable for their delegated appointment and appointment related authorities via the Staffing Management Accountability Framework (SMAF). The SMAF sets out key areas of a well-managed appointment system and annually assesses those organizations to which the PSC has delegated staffing authorities via the Departmental Staffing Assessment Report (DSAR). In 2010-2011, the PSC assessed all DSARs that it received from the 78 organizations required to report on their 2009-2010 staffing performance. Deputy heads were informed of their areas of strength, opportunities for improvement and those requiring attention. Results are reported in the PSC's Annual Report to Parliament. Organizational assessment results were also considered in the PSC's development of future audit plans. Results are also shared with the Treasury Board of Canada Secretariat (TBS) for input into the people component of the Management Accountability Framework (MAF). Conducting independent audits and report to Parliament on the integrity of the appointment process – On October 5, 2010, the PSC tabled before Parliament the results of audits and studies undertaken in the year 2009-2010. The audit compendium included seven organizational audits and one follow-up audit. Supplementary reports were also tabled: one government-wide audit report, three studies and five updates on statistical studies. In total, 17 audits and studies were released or tabled to Parliament in the fall of 2010 to report on the integrity of the appointment process. Conducting investigations into errors, omissions or improper conduct in external appointment processes, into allegations of fraud or political influence in all appointment processes and into allegations of improper political activity by public servants – The PSC continues to use investigations (referred to as cases) into unique appointment processes and into allegations of improper political activities of public servants as a means to protect the overall integrity and non-partisanship of the public service staffing regime and to encourage compliance with the PSEA. In 2010-2011, the PSC completed a total of 492 cases, 97 by means of a full investigation related to irregularities in appointment processes. A further 12 cases related to improper political activities of public servants were completed, three of them through full investigations. Continuing to provide guidance and assistance to departments and agencies to ensure a common understanding of self-declaration in the appointment process, as well as promote the use of effective barrier-removal strategies – In May 2010, the PSC and the Office of the Chief Human Resources Officer issued a joint Letter to Heads of Human Resources on using self-declaration information for self-identification to obtain more accurate employment equity (EE) data and reduce the reporting burden. In the fall of 2010, the PSC provided explanatory notes on EE self-declaration in the appointment process to provide further assistance to departments and agencies. Monitoring compliance of the Public Service Official Language Exclusion Approval Order (PSOLEAO) and the application of the priority entitlements – The PSC continued to assess organizational compliance with the legislative requirements of the PSOLEAO as part of the DSAR process. It also administered priority entitlements under the PSEA and the PSER. The PSC conducted an internal evaluation of the priority administration program to assess the relevance of the program and its performance in terms of effectiveness, efficiency and economy and an action plan will be developed. Continuing to monitor separate agencies approved for deployment to PSEA organizations – The PSC reviewed the ongoing compatibility of the Canadian Food Inspection Agency’s staffing activities with the values of the PSEA. It concluded that the staffing program was compatible. Continuing to improve understanding of non-partisanship of the public service and continue to monitor political activities as defined under Part 7 of the PSEA, taking action as required – The PSC continued to improve understanding of non-partisanship by expanding dialogue with Parliamentarians. It also undertook work to explore options to manage and clarify political activities under Part 7 of the PSEA. In addition, it continued to monitor the conditions for granting permission to employees to seek nomination as, and be, a candidate in a federal, provincial, territorial or municipal election. Finally, it investigated situations of possible improper political activity by public servants and monitored corrective actions. Continuing to enhance the PSC's Annual Report to Parliament – The PSC's Annual Report for 2009-2010 emphasized the integrity of the staffing system and the non-partisanship of the public service in an international context; notably, by highlighting experiences from other countries.

Priority III	Type	Program Activity
Provide integrated and modernized staffing and assessment services.	Previously committed	1.3.0 Staffing Services and Assessment
Status: Mostly met
Establishing the right infrastructure, in accordance with PSEA values, to support and operate successfully in a cost recovery environment – The PSC continued to align its resources to support a combined, appropriated and cost recovery environment. A project management approach to service delivery activities was introduced to ensure timely, high quality service to clients and a workload distribution protocol was established among service delivery units across the country to better manage resources. Continuing to support our people in adopting the right service philosophy, developing business acumen and facilitating change management – Employees continued to benefit from continuous learning activities, including in-house information sessions on PSC products and services, project management training, one-on-one peer and other coaching assignments, talent management opportunities and the Learning Passport. Learning Plans and mid-year reviews were also completed. Continuing to deliver innovative staffing and assessment services in line with the needs of the public service – Elements of Extreme Hiring Makeover are now integrated into PSC recruitment and staffing activities. The PSC redesigned its Post-Secondary Recruitment (PSR) program in order to meet client needs and manage expectations of job-seeking Canadians. Advancing the development and implementation of the Public Service Staffing Modernization Project (PSSMP) – Much effort has been put into enhancing the Public Service Resourcing System (PSRS) to improve features for both applicants and hiring managers. Examples of improvements introduced in 2010-2011 include: implementation of the Unsupervised Internet Testing functionality; allowing candidates to log in to the system with their e-mail address rather than system-generated alphanumeric codes; reducing the incidence of multiple accounts and facilitating access and the e-communication feature, allowing for more efficient and timely communication between the hiring manager and applicants. Meeting our revenue and program targets while providing quality products and services that are in line with PSEA values – The PSC continued to deliver a range of staffing and assessment services to meet the needs of our clients. Quality assurance and file reviews, supported by strategic consultation, were provided to ensure PSEA values were met at all times.

Priority IV	Type	Program Activity
Build on the PSC as a model organization.	Revised	2.1.0 Internal Services
Status: Mostly met
Progress in 2010-11 against RPP planning key actions includes: Continuing to ensure that strong financial management controls are in place – The PSC received successful audited financial statements, with clean audit opinions, for the sixth consecutive year. It also obtained a strong rating in the area of financial management in the MAF assessment for 2010-2011. The PSC also successfully implemented budget reductions and spending constraints for the current fiscal year and developed a plan to address future year reductions. Advancing the development and implementation of the Talent Management Project (now integrated into people management) – The PSC achieved 100% return of Performance Appraisal and Learning Plans and conducted an analysis of soft skills for managers that led to the new Manager 101 course and handbook. Activities during the year focused mainly on employee learning and development, resulting in 30 developmental assignments that support a succession planning vision. A Web page and a blog to inform and exchange views were also made available to employees. The PSC conducted the sixth successive bi-annual Employee Engagement Survey, the results of which were used to continue to build on the PSC as a “model organization”. The results of the two surveys on employee engagement continue to show very positive results in several respects, especially in the areas of sense of contribution and working relationships. Further strengthening integrated planning of HR, finance, information management/information technology (IT) and communication functions to provide the necessary information for decision-making and risk management – The PSC implemented more robust planning and documentation tools for the PSC Branch Management Forum and the PSC Integrated Operational Plan, which now includes the MAF Action Plans and the Enterprise Risk Management tool. Improvements recommended in the most recent SMAF and DSAR reports have been integrated into the development of our 2011-2014 Integrated HR Plan. A strong IT security program was developed to ensure the security of PSC information and assets. Support consultations/outreach and parliamentary processes for the PSC’s assessment of the PSEA – A Communications and Parliamentary strategy to produce, distribute and table the Special Report to Parliament was planned and implemented, including communications with Parliamentarians, media, stakeholders and employees. Two of the eight Parliamentary appearances in 2010-2011 were held following tabling of the Special Report. Media coverage in print, broadcast and on-line sources generated 84 news items in ten days.

Risk Analysis

The Corporate Risk Profile is developed each year as a key part of the PSC’s integrated risk management practice. An important decision-making tool, it provides information on risks confronting the PSC and appropriate responses to them.

In 2010-2011, the PSC made significant progress in documenting the integrated risk management process and improving results through risk identification, analysis, tracking and reporting.

Ten corporate risks, discussed in the 2010-2011 RPP, were identified and aligned with the PSC’s four priorities. The following outlines how these risks unfolded over the fiscal year, what was learned and what adjustments were made.

Understanding of the value of non-partisanship

The non-partisanship of the public service is a key tenet of the Canadian governance model. Under the PSEA, the PSC is responsible for independently safeguarding the non-partisanship of the public service and overseeing the regime established under Part 7 of the Act regarding political activities of public servants. In 2010-2011, the PSC engaged selected Parliamentarians in discussion about how the PSC implements its responsibilities to protect the non-partisanship of the public service. The PSC also examined the results of its 2009 and 2010 Surveys of Staffing (Candidates) regarding public servants’ level of awareness of their rights and legal responsibilities under Part 7, commissioned a study of existing surveys and other research on the perceptions Canadians have of the role of the public service and examined approaches used in other jurisdictions to help clarify the relationship between the political sphere and the public service.

Establishing effective working relationships with departments and key central agencies

In addition to its own Special Report to Parliament, which included the results of independent consultation with experts in the field of public management, the PSC also contributed to the TBS-led review of the PSMA. Both activities were supported by the PSC's evidence-based assessment of the PSEA and included recommended areas for attention. The effective working relationships with departments and key central agencies will ensure a common understanding of the progress made to date and the work left to do in order to fully realize the objectives of the PSEA, as stated in its preamble.

Provide integrated and modernized staffing and assessment services

With regard to its commitment to helping organizations meet their staffing and assessment needs, the PSC continued to look at ways to improve its product and service offerings, both mandatory and optional.

In particular, the Staffing and Assessment Services Branch (SASB) developed a three-year Business Plan for 2011-2014 that places emphasis on clients and the importance of delivering quality services to better support the needs of departments and agencies. It also takes into account the current fiscal environment and the need to integrate and streamline SASB processes and services, ensuring that, even if demand declines, the PSC service delivery model will remain viable.

A project management approach for service delivery activities was introduced to ensure timely, high quality service to clients. A national workload distribution protocol was established between service delivery units in order to better manage resources.

Another key to the success of SASB is ensuring confidence in the veracity of PSC testing materials, especially related to their currency and security. New measures to enhance the security of its testing instruments were introduced and a multi-year innovation project to develop and implement computer generated testing for its suite of Second Language Evaluation (SLE) tests was also launched.

Funding was secured for PSRS to ensure that the PSC can deliver and adequately maintain a national e-recruitment system for 2011-2012 and beyond. A strong and inclusive governance structure to guide PSRS decisions was also established. Steps were put in place in collaboration with Human Resources and Skills Development Canada to obtain approval to transfer the internal staffing component of Publiservice to the PSC.

Public Service Commission operating environment

The PSC successfully implemented budget reductions and the spending constraints for 2010-2011 and developed a multi-year plan to address future year reductions while maintaining the core activities required for meeting its mandate.

The PSC is establishing an Enterprise Datate Warehouse and implementing a set of standard approaches for access, manipulation and storage of key PSC data holdings used for analysis of the staffing system. These activities are improving the PSC’s capacity to provide complete and accurate reports to Parliament.

It is important that the PSC continue to engage and develop its workforce. Thus, the PSC developed action plans based on its on-line employee engagement surveys and set a 100 percent target for employee Learning Plans and Performance Evaluations. It also instituted a formal succession planning initiative at high risk levels of the Executive cadre and feeder groups.

Finally, there had been concern about the need to ensure an efficient transition from the current Commission to a new one. A detailed transition plan was developed in 2010-2011 for implementation in 2011-2012. This will ensure knowledge transfer and the continuity of core Commission business.

Corporate risk profile and mitigation strategies

The PSC’s Corporate Risk Profile and mitigation strategies are located in the publications section of the PSC Web site.

Summary of Performance

2010–2011 Financial resources (in thousands of dollars)

Planned Spending	Total Authorities	Actual Spending
98,962	105,022	100,975

The above numbers represent the utilization of the authorities on a cash basis. The Audited Financial Statements (page 32) present the information on an accrual accounting basis.

2010–2011 Human resources (full-time equivalents—FTEs)

Planned	Actual	Difference
1,030	968	62

Variance explanations

Overall, the PSC achieved the results it planned for 2010-11.

For the reporting period, PSC expenditures were $100,975 thousand against total authorities of $105,022 thousand, resulting in an under-expenditure of $4,047 thousand appearing in the Public Accounts of Canada. The under-expenditure is mainly due to delays in staffing and in the implementation of some projects. There were also reductions in the actual expenditures pertaining to the travel, telecommunications and professional services.

The following is a summary of expected results and financial resources associated with each program activity that contributes to the achievement of the PSC’s strategic outcome. The performance status of each expected result is indicated below.

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 fairness, access, transparency and representativeness.

The PSC has one strategic outcome. The achievement of this strategic outcome has been measured through evidence-based performance information.

A selection of PSC performance information is provided in the table below. The indicators and targets are extracted from the Performance Measurement Framework that the PSC revised subsequent to the publication of the RPP 2010-2011.

A complete list of the Performance Information Related to the Public Service Values in Support of the PSC Strategic Outcome is included in Section IV. Additional information is contained in the PSC Annual Report 2010-2011.

Indicators	Target	2010-2011 Performance
		Staffing Management Accountability Framework (SMAF)
Composite assessment of three key success factors: delegation of staffing to deputy heads, planning for staffing and monitoring of results and organizational HR support	Increased or maintained percentage of organizations that have implemented the necessary infrastructure Baseline 2009-2010: 55% compliancy	Based on the 2010-2011 SMAF assessment results, 74% of organizations with more than 100 employees were compliant
		Merit
Managers’ satisfaction with the quality of hires	Baseline 2009-2010: 80%	Of managers who indicated, in the PSC Survey of Staffing – Managers: 2010 that they had sufficient opportunity to observe the performance of the appointee Eighty-five percent of managers were satisfied to a great extent with the quality of the hire for the last position that they staffed during the reporting period
		Non-partisanship
PSC investigations related to the political activities of public servants	Number of investigations compared to previous year	In 2010-2011, the PSC received a total of 10 new requests to investigate allegations related to improper political activities, as compared to 16 such requests in the previous year. Three cases were completed through full investigation and only one was determined to be founded
		Fairness
Percentage of indeterminate hires coming from: casual; and term positions within the same organization	Baseline 2009-2010: 10% 35%	Of the indeterminate hires in 2009-2010: 5% came from casual positions; and 35% came from term positions
		Access
Percentage of external appointments that are non-advertised: non-EX group; and EX group	Baseline 2009-2010: 27% 55%	Based on information from central sources: 26% of external appointments to non-EX positions; and 48% of external appointments to the EX group were non-advertised (in organizations of more than 100 employees)
		Transparency
Organizational staffing priorities and strategies are communicated on organizations’ Web sites and contents are clearly communicated to managers, employees and employees' representatives, where applicable	Baseline 2009-2010: 70%	Based on the 2010-2011 SMAF assessment results: Eighty-five percent of organizations with more than 100 employees clearly communicated organizational staffing priorities and strategies
		Representativeness
Staffing-related provisions or initiatives to increase representativeness	Baseline 2009-2010: 80%	Based on 2010-2011 SMAF assessment results: Eighty percent of organizations with more than 100 employees used EE provisions in staffing processes or staff related initiatives to enhance representativeness

Utilization of Authorities on a Cash Basis

Program Activity	2009–2010 Actual Spending ($ thousands)	2010–2011 ($ thousands)				Alignment to Government of Canada Outcome
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
1.1.0 Appointment Integrity and Political Neutrality	11,671	11,112	12,835	11,681	11,567	Government Affairs – Well-managed and efficient government operations.
1.2.0 Oversight of Integrity of Staffing and Political Neutrality	21,240	22,063	22,379	22,479	22,246
1.3.0 Staffing Services and Assessment	35,494	28,672	29,729	31,808	29,182
Total	68,405	61,847	64,943	65,968	62,995

Program Activity	2009–2010 Actual Spending ($ thousands)	2010–2011 ($ thousands)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
2.1.0 Internal Services	38,363	37,115	34,019	39,054	37,980

The above numbers represent the utilization of the authorities on a cash basis. The Audited Financial Statements (page 32) present the information on an accrual accounting basis.

Expenditure Profile

Canada’s Economic Action Plan

As part of Canada's Economic Action Plan (CEAP), the PSC has spent the funding received to enhance federal public service student employment in the amount of $70K (horizontal item as part of Budget 2009).

Spending trend

The PSC’s spending trend from 2008-2009 through 2010-2011 is illustrated in Figure 1. Total spending consists of the net spending (appropriated) amount plus net voting revenues. The PSC has Treasury Board approval to use cost recovery for assessment services of up to $14 million.

Departmental Spending Trend ($ millions)

The CEAP expenditure was $70K in 2010-2011.
CEAP annual expenditures of less than $1,000,000 do not appear on this chart.

[text version]

Estimates by Vote

For information on our organizational Votes and/or statutory expenditures, please see the 2010–2011 Public Accounts of Canada (Volume II) publication. An electronic version of the Public Accounts is available on the Public Works and Government Services Canada Web site – see Public Accounts of Canada 2010.

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