ARCHIVED - RPP 2006-2007
Public Service Commission of Canada

Performance Measurement Strategy:

In 2006-2007, the PSC will report on progress towards the development of tools and mechanisms to measure departmental staffing performance.

Target: To be determined after one year of baseline data.

Reporting Frequency: Annual

Performance Measurement Strategy:

In 2006-2007, the PSC will report on progress towards the development of tools and mechanisms to measure departmental staffing performance.

Target: To be determined after one year of baseline data.

Reporting Frequency: Annual

The number of potential PSC appearances before parliamentary committees measured against the number of actual appearances.

Performance Measurement Strategies:

• determine the number of potential PSC appearances before parliamentary committees; and
• analyze the number and results of actual appearances compared to potential PSC appearances.

Target: To be determined after one year of baseline data.

Reporting Frequency: Annual

Number of committee hearings on PSC issues.

Performance Measurement Strategy:

• determine the number of times the PSC has appeared before parliamentary committees during the reporting period.

Target: Increase over previous year.

Reporting Frequency: Annual

Percentage of audit recommendations implemented.

Performance Measurement Strategy:

• develop and implement formal reports and follow-up mechanisms and plan.

Target: To be determined after a year cycle.

Reporting Frequency: Annual

Study findings of the effectiveness of policies, procedures and decisions related to the political activities of public service employees.

Performance Measurement Strategy:

• develop and implement an evaluation framework and plan.

Target: Satisfactory study findings.

Reporting Frequency: Every three-to-five years, or timed to coincide with the five-year review of the new PSEA.

Expected Result: Policy instruments achieve their objectives with respect to political neutrality and fair, effective and timely staffing in a delegated environment.

Performance indicator: Study findings of the effectiveness of selected policy areas, procedures and decisions including political activities.

Performance Measurement Strategy:

• develop and implement the evaluation plan.

Target: Satisfactory study findings.

Reporting Frequency: Annual, at least one policy instrument assessed each year.

• Provide continuous support to departments and agencies through advice, interpretation, guidance, and sharing of best practices;
• Refine PSC policy instruments, regulations, guidelines and EAOs related to appointments and political activities and review or develop new instruments, guidance and tools as required;
• Support implementation of National Area of Selection (NAoS) and assess/report on the impact;
• Review Public Service Staffing Tribunal (PSST) complaints and intervene where appropriate, as well as disseminate lessons learned;
• Review Governor in Council Designation Order for organizations participating in internal nomination processes; develop and implement an approach for deployments from separate agencies;
• Provide advice on the right of public servants to engage in political activities while maintaining the impartiality of the public service; and assess candidacy requests of public servants;
• Develop future-oriented vision for the PSC as an independent agency reporting to Parliament;
• Contribute to the parliamentary review of the Employment Equity Act; and
• Contribute to PSC position for five- year parliamentary review of PSEA.

Expected Result 1: Increasingly well managed delegated authorities.

Performance indicator: Number of delegations restricted or removed by the PSC.

Performance Measurement Strategy:

• develop process to restrict or revoke delegation.

Target: Decrease from number in previous year.

Reporting Frequency: Annual

• Perform regular reviews of all Appointment Delegation and Accountability Agreements (ADAI) signed with departments and agencies (approximately 80) to ensure deputy heads are properly exercising their delegated legal authorities; revise, modify or restrict ADAIs as appropriate.

Expected Result 2: More effective accountability between the PSC and deputies with respect to staffing.

Performance indicator: Number of departments fully meeting staffing reporting requirements.

Performance Measurement Strategies:

• assess reporting (completeness, consistency, and reliability); and
• establish quality control process to ensure the integrity and objectivity of the assessment process.

Target: Annual target to be determined based on an increase of at least one fully satisfactory department/agency compared to previous year results; the longer-term target is 100%.

Reporting frequency: Annual

• Refine and modify tools and products (guides, policies, interpretation support) required to support delegated organizations to ensure departments and agencies have the necessary information to legally manage their staffing authorities; and
• Monitor the delegation of PSC authorities to approximately 80 organizations through the implementation of integrated risk management strategy which includes active monitoring, information gathering and reporting; put in place remedial measures when non-compliance occurs.

Expected Result : Proper consideration for appointments with priority rights.

Performance indicator: Percentage of individuals with priority rights appointed.

Performance Measurement Strategy:

• collect data from the system.

Target: Increase over previous year.

Reporting frequency: Annual

• Oversee the priority entitlements process to ensure the integrity of non-delegated Ministers' staff and Governor General's Office appointments:
• determine whether exempt staff in Ministers' offices and the Office of the Governor General's Secretary meet the criteria to receive priority entitlement, as set out in legislation.
• Oversee priority entitlements process to ensure departments and agencies respect legislation, policies and delegated authorities:
• monitor 30,000 to 40,000 staffing processes where priorities must be considered; and
• verify entitlements for 1,000 or more priority persons and ensure they are informed of their rights and obligations.
• Monitor the application of the Official Languages Exclusion Approval Order (OLEAO):
• monitor data and cases of 70 or more departments on their use of the OLEAO's provisions for extensions; and
• grant exclusions under the OLEAO according to accepted criteria.

Expected Result : Departments understand reports, and follow up on issues we report.

Performance indicator: Percentage of audit recommendations accepted.

Performance Measurement Strategy:

• develop and implement formal reports and follow-up mechanisms and plan.

Target: To be determined after a year cycle.

Reporting frequency: Annual

• Perform independent audits and studies that are relevant and meet quality assurance standards (approximately six audits and two studies per year);
• Build the capacity of the audit function by continuing to establish audit processes and methodology, by strengthening a risk-based planning system for the selection of audits and studies, and by establishing a human resources plan including recruitment and learning strategies;
• Support the longer-term planning of audits and studies by developing an evaluation framework for the five-year review of the new PSEA;
• Establish an independent audit advisory committee comprised of senior external experts to review audit plans and findings; and
• Provide appointment data and analysis and maintain related information system to support the PSC's oversight role and the information needs of department and agencies.

Expected Result 1: Fair, effective, informal and expeditious investigation activities, using the principles of natural justice.

Performance indicator 1: Study findings of the fairness, effectiveness, expediency and informal nature of investigation activities.

Performance Measurement Strategy:

• develop and implement an evaluation plan.

Target: Satisfactory study findings.

Reporting frequency: Annual

• Finalize the implementation of a new operational framework and process for investigations to enhance oversight capacity including policies, guidelines and procedures for the PSC mandated investigations, deputy head requested investigations and political activities investigations;
• Continue building Investigations Branch capacity through developmental program, recruitment and knowledge transfer initiatives, as well as learning strategies;

Performance Measurement Strategy:

• collect data from the system.

Target: Increase over previous year.

Reporting frequency: Annual

• Conduct ADR processes for mandated investigations, where appropriate, under the new PSEA, as well as early interventions and mediation for appeals and investigations under the old PSEA; and
• Conduct investigations under the new PSEA. (up to 700 requests for investigations each year)

Expected Result 2: Fair and timely resolution of appeals and investigations under the old PSEA.

Performance indicator: Average completion time.

Performance Measurement Strategies:

• collect data from the system on disposal time of appeals; and
• develop and implement service standards for investigations.

Target: Improvement over previous year.

Reporting frequency: Annual

• Continue to hear appeals and conduct investigations to complete the load of cases being received under the old PSEA. (average 3,000 appeals under the old PSEA)

Performance measurement strategies:

• conduct client consultations to identify needs, or studies to identify markets. As standards for new products and services and client satisfaction surveys are implemented, measurement of client satisfaction.

Target: Satisfactory study findings.

Reporting Frequency: three-year cycle

Percentage of departmental clients satisfied or very satisfied overall with recruitment and assessment services.

Performance Measurement Strategies:

• review existing recruitment and assessment standards and communications to clients (2006-2007);
• conduct client satisfaction surveys (2007-2008); and
• establish resourcing service standards for new products and services and baseline for the subsequent year (2007-2008).

Target: 85%

Reporting Frequency: Annual

Expected Result 1: Recruitment services delivered within service standards.

Performance indicator: Percentage of recruitment services delivered meeting service standards.

Performance Measurement Strategies:

• review existing service standards and communicate them to clients; conduct consultations with clients; and develop performance measurement tool to measure our standards (2006-2007);
• develop, pre-test and implement a client satisfaction survey, and conduct client consultations (2007-2008); and
• monitor standards and client satisfaction (2008-2009).

Target: To be determined after one year of data collection.

Reporting frequency: Annual

• Deliver high-quality general and corporate recruitment services, programs and products customized to the new PSEA to departments and agencies, Canadians and public servants, through client service units located across Canada. Corporate programs include the Federal Student Work Experience program, Post-Secondary Recruitment program and Research Affiliate program. (2006-2007 forecasted volume: 3,700 requests for corporate recruitment and 7,500 requests for general recruitment);
• Provide delegated staffing and recruitment services to departments and agencies under new service agreements; and
• Maximize opportunities under the new PSEA and conduct consultations with clients to facilitate the implementation of NAoS and the development of new products and services.

Expected Result 2: Fair, effective and responsive staffing of executives across the public service.

Performance indicator:

Service improvements resulting from client consultations.

Performance Measurement Strategy:

• conduct consultations with clients and adjust services based on results of consultations.

Target:

To be determined after one year of data collection.

• Provide executive staffing services to departments and agencies (2006-2007 forecasted volume: 500 executive staffing actions initiated and 450 executive staffing appointments); and
• Conduct client consultations to assess needs and identify service improvements.

Expected Result: Assessment services delivered within service standards.

Performance indicator: Percentage of assessment services delivered meeting service standards.

Performance Measurement Strategy:

• implement and monitor service standards and client satisfaction.

Target: To be determined after one year of data collection.

Reporting frequency: Annual

• Provide assessment-related development, operational, research and consultation services and products for use in recruitment, selection and development throughout the federal public service through appropriation and cost recovery. (2006-2007 forecasted volume: Testing: 115,000 tests administered, including 64,000 second language evaluations; Number of new products modified or developed: 30);
• Develop and update instruments and procedures including Second Language Evaluation;
• Establish an e-testing implementation strategy and priorities in 2006-2007 and stabilize e-testing operations in 2007-2008; and
• Prepare a Treasury Board submission seeking continued authority to respend revenue beyond 2006-2007.

Expected Result 1: Timely supply of suitable candidates.

Performance indicator: Average time to supply candidates.

Performance Measurement Strategy:

following the establishment of service standards, introduce qualitative candidate information in the client satisfaction surveys and collection of timeliness indicator from e-resourcing tool.

Target: To be determined after one year of data collection.

Reporting frequency: Annual

• Develop and implement new corporate recruitment programs to respond to client needs;
• Perform external labour market analyses; and
• Develop marketing strategies material, assess departmental and agency need and translate them into technological solutions.

Expected Result 2: Increased efficiencies through faster screening and referrals and more manageable numbers of referrals.

Performance indicators:

• Statistical evidence of faster screening and referrals; and
• Statistical evidence of fewer referrals.

Performance Measurement Strategy:

• data collection from surveys and PSRS performance reports.

Target: To be determined after one year of data collection.

Reporting frequency: Annual

• Support implementation of e-resourcing to departments and agencies, aligned with the Government's agenda on Corporate Administrative Shared Services and HR modernization. (2006-2007: 12 federal departments will implement PSRS); and
• Initiate the long-term government-wide e-resourcing project if buy-in, support and funding is available.

Expected Result: The PSC's resource management is integrated, effective, consistently improved and aligned with departmental priorities.

Performance indicator 1: Regular and accurate year-end forecasts and variance reporting and reasonable history of carry-forwards and lapses.

Performance Indicator 2: Implementation of Management of Government Information (MGI) Policy based on revised information management capacity check.

Performance Indicator 3: Governance structure and level of resources in place to implement internal audit policy.

Performance Indicator 4: Expected results and performance indicators reviewed and updated.

Performance Indicator 5: Risk-based evaluation plan developed and actioned.

• Implement zero-based budgeting process linked to Program Activity Architecture;
• Establish rigorous procedures to review and challenge financial forecasts and plans through an integrated operational planning process;
• Integrate the various levels of risk analysis conducted within the PSC;
• Continue benchmarking our corporate services;
• Prepare audited financial statements;
• Begin a three-year information management strategy including

RDIMS implementation;

• Implement TBS policy for internal audit

within the PSC;

Enhance the performance measurement strategy by finalizing indicators and targets; and

• Continue building an effective PSC evaluation function.

Expected Result: The PSC has the necessary people, capacity and leadership to deliver results.

Performance Indicator 1: A well-developed and rigorous HR planning process integrated with business planning.

Performance indicator 2: A workforce that is representative, productive, sustainable and adaptable.

Performance Indicator 3: Delegation instruments, policies, procedures and accountability framework in place to support the implementation of the new PSEA.

• Develop an action plan to address results of the 2005 Public Service Employee Survey;
• Enhance our integrated HR and business planning;
• Implement recruitment mechanisms programs and strategies to increase our resourcing capacity (e.g. pools);
• Develop and implement the PSC learning and policy strategy;
• Implement measures and developmental programs to support and enhance leadership capacity;
• Continue implementing the Office of Conflict Management, including initiatives related to the Values and Ethics Code for the Public Service

; and

• Finalize the implementation of PSEA and related policies, delegations and procedures.