ARCHIVED - RPP 2006-2007
Public Service Commission of Canada

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Section III - Supplementary Information

Organizational Information and Accountability

The Public Service Commission (PSC) is an independent agency reporting to Parliament on matters under its jurisdiction. The Commission consists of a president and two or more part-time commissioners appointed for a maximum period of seven years. The president and the commissioners are appointed by the Governor in Council. The appointment of the President shall be made under the Great Seal after approval by the Senate and the House of Commons. The President's position is currently held by Maria Barrados; the two Commissioner positions are held by Manon Vennat and David Zussman. The President is the Chief Executive Officer and is accountable to the Commission under the Public Service Employment Act (PSEA). She is also accountable to the Minister of Canadian Heritage for specific duties and responsibilities under the Financial Administration Act.

Five branches headed by vice-presidents support the President in her role as Chief Executive Officer and contribute to the achievement of the PSC's strategic outcome. An organization chart outlining the PSC's internal structure and accountability is presented below.

(Click on the image to enlarge.)

The Senior Vice-President, Policy carries out key policy development and oversight functions in support of the PSEA. The Senior Vice-President is accountable for: the interpretation, application and development of policies under the PSEA, including aspects related to equity and diversity and the political activities of public servants; negotiating, monitoring and evaluating the way deputy heads exercise their delegated staffing authorities and recommending corrective action as needed; managing the administration of priority entitlements; contributing to the future-oriented vision of the PSC as an independent agency and developing strategic policy frameworks; managing the development of the PSC's annual report; coordinating with central agencies and departments the full implementation of the PSEA.

The Vice-President, Audit conducts public service-wide independent audits and studies to provide objective information, advice and assurance to Parliament, and ultimately Canadians, about the integrity of the appointment process, including the protection of merit and non-partisanship. In addition, the Vice-President, Audit, provides appointment data and analysis in support of the PSC's oversight role and information needs of departments and agencies.

The Vice-President, Investigations conducts investigations and promotes the use of alternative dispute resolution methods. She is mandated to conduct several types of investigations related to external appointment processes; non-delegated internal appointment processes; allegations of politically influenced appointments and fraud; improper political activities; and, at the request of deputy heads, investigations of internal appointment processes. In addition, the Vice-President, Investigations, conducts appeal hearings and investigations related to selection and staffing processes that were initiated under the old PSEA.

The Vice-President, Staffing and Assessment Services develops, implements and delivers recruitment, staffing and assessment systems, programs, services and products for use across the public service; provides delegated recruitment services to all our clients and delegated staffing services to organizations (under the non-delegated and delegated authorities) which require our services, or who have lost all or part of their delegation as a result of a PSC oversight activity; and develops and implements service strategies, policies and structures.

The Vice-President, Corporate Management develops and monitors corporate management planning frameworks and policies related to the management accountability framework, finance, human resources management, information technology, communications and other administrative and support services; provides central services and systems in support of all PSC programs, including the offices of the President and Commissioners; and formulates and implements policies, plans, guidelines, standards, processes and procedures to support the decision-making process of the Commission.

Key Partners and Relationships

The PSC works collaboratively with the following major organizations and stakeholders:

• Parliament, to which we are accountable for the overall integrity of the appointment system and the political neutrality of the public service, through regular and special reports, including those related to audit findings; appearances before committees; and direct communication with members when required. Additionally, we maintain our capacity to independently interpret and exercise our powers in the best interests of Canadians.
• Deputy heads, managers and human resources specialists, who, together with the PSC, are responsible for creating a modernized human resources management system for the benefit of Canadians. Following extensive formal and informal consultation throughout fiscal year 2005-2006, the PSC provided departments and agencies with support and a range of learning tools during the transition to the new PSEA to ensure effective, streamlined service delivery as part of our overall rollout strategy. We consulted with other government agencies and stakeholders that have responsibilities and interests in the appointment system. These include the Public Service Human Resources Management Agency of Canada and the Canada School of Public Service.
• Employer and bargaining agents, with whom we consult on issues of mutual interest under the new PSEA.
• Other parties, including:
  • Academics and external experts, to develop effective and innovative practices under the Appointment Framework, to strengthen the PSC's approach to oversight, and to develop a new regime for the political activities of public servants;
  • Public Service Commission Advisory Council, where we participate in regular meetings with departments and bargaining agents to discuss issues and receive advice related to the PSC's responsibilities under the new PSEA; and
  • Human Resources Modernization Implementation Deputy Minister and Union-Management Advisory Committee Structure, to discuss issues of common interest.

Table 1 : Departmental Planned Spending and Full Time Equivalents

($ thousands)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
By Program Activity
Appointment Integrity and Political Neutrality	43,499	47,821	48,584	48,584
Recruitment and Assessment Services	45,028	64,196	43,472	43,261
Budgetary Main Estimates (Gross)	88,527	112,017	92,056	91,845
Less: Respendable Revenue (Note 1)		6,000
Total Main Estimates	88,527	106,017	92,056	91,845
Adjustments
Public Service Resourcing System Recruitment and Assessment Services		(763)	5,383	5,037
Procurement Savings
Appointment Integrity and Political Neutrality	(40)	(202)
Recruitment and Assessment Services	(40)	(258)
Internal Realignment
Appointment Integrity and Political Neutrality		(6,100)	(6,203)	(6,203)
Recruitment and Assessment Services		6,100	6,203	6,203
Governor General Special Warrants
Operating Budget Carry-Forward	3,931
Funding to modernize human resources management in the federal public service (PSMA)	9,012
Funding for severance, parental leave, vacation upon separation	2,787
Collective Bargaining Agreements	4,111
Special Purpose Allotment - Devinat	(125)
Adjustment entry to reconcile to actual expenditures as per Public Accounts ( including Contribution to Employee Benefit Plans)	(4,176)
Total Adjustments	15,460	(1,223)	5,383	5,037
Total Planned Spending	103,987	104,794	97,439	96,882
Less: Non-Respendable Revenue	4,795	-	-	-
Plus: Cost of Services Received Without Charge	16,909	14,712	14,286	14,294
Total PSC Spending (Note 2)	116,101	119,506	111,725	111,176
Full-Time Equivalents	932	1,026	1,055	1,057

Note 1: The PSC plans to seek continued authority to respend revenues from Assessment and Counselling Services and Products for 2007-2008 and beyond.

Note 2: Changes in the Total Planned Spending figures from 2006-2007 to 2007-2008 are mainly attributable to the difference in the yearly funding for the continuation of work on the interim recruitment system solution (PSRS) in support of PSMA and NAoS.

Table 2 : Resources by Program Activity

2006-2007
	Budgetary
Program Activity	Operating	Respendable Revenue	Total Main Estimates	Adjustments (Planned Spending not in Main Estimates)	Total Planned Spending
Activity 1	47,821		47,821	(6,302)	41,519
Activity 2	64,196	(6,000)	58,196	5,079	63,275
Total	112,017	(6,000)	106,017	(1,223)	104,794

Activity 1 : Appointment Integrity and Political Neutrality

Activity 2 : Recruitment and Assessment Services

Table 3 : Voted and Statutory Items

Vote or Statutory Item	Truncated Vote or Statutory Wording (Note 1)	2006-2007 Main Estimates	2005-2006 Main Estimates
95	Program Expenditures	92,949	76,791
(S)	Contribution to Employee Benefit Plans	13,068	11,736
	Total Voted and Statutory Items (Note 2)	106,017	88,527

Note 1: Reflects the vote number and vote wording as approved by Parliament for 2005-2006. The vote wording has been modified in 2006-2007 as a result of the PSC being granted authority to respend revenue.

Note 2: The difference between 2005-2006 and 2006-2007 Main Estimates is principally due to funding for the continuation of work on the interim recruitment system solution in support of PSMA and NAoS as well as collective agreement compensation.

Table 4 : Services Received Without Charge

($ thousands)	2006-2007
Accommodation provided by Public Works and Government Services Canada	8,916
Contributions covering the Employer's share of employees' insurance premiums and expenditures paid by TBS (excluding revolving funds); Employer's contribution to employees' insured benefits plans and expenditures paid by TBS	5,244
Workers' compensation coverage provided by Human Resources and Skills Development Canada	115
Salary and associated expenditures of legal services provided by the Department of Justice Canada	437
Other	-
Total 2006-2007 Services received without charge	14,712

Table 5 : Sources of Respendable and Non-Respendable Revenue

Respendable Revenue
($ thousands)	Forecast Revenue 2005-2006	Planned Revenue 2006-2007	Planned Revenue 2007-2008	Planned Revenue 2008-2009
Recruitment and Assessment Services
Assessment and Counselling Services and Products (Note 1)		6,000
Total Respendable Revenue		6,000
Non-Respendable Revenue
($ thousands)	Forecast Revenue 2005-2006	Planned Revenue 2006-2007	Planned Revenue 2007-2008	Planned Revenue 2008-2009
Recruitment and Assessment Services
Assessment and Counselling Services and Products (Note 1)	4,795
Total Non-Respendable Revenue	4,795
Total Respendable and Non-Respendable Revenue	4,795	6,000

Note 1: Revenue from Assessment and Counselling Services and Products provided to other federal government departments and agencies under the PSC's jurisdiction and extended jurisdiction. The PSC had obtained approval to respend revenue during 2005-2006. This authority, however, was not promulgated for 2005-2006 due to the federal election call and the dissolution of Parliament. The actual revenues collected as reflected above, were therefore returned to the Consolidated Revenue Fund (CRF). For 2006-2007, the PSC has authority to respend revenue and plans to seek continued authority for 2007-2008 and beyond.

Table 6 : Resource Requirements by Branch

2006-2007
($ thousands)	Appointment Integrity and Political Neutrality	Recruitment and Assessment Services	Total Planned Spending
Policy	13,802		13,802
Audit	8,134		8,134
Investigations	6,686		6,686
Services		46,860	46,860
Corporate Management	12,450	15,845	28,295
Commissioners' Office	447	570	1,017
Total	41,519	63,275	104,794

Table 7 : Internal Audits and Evaluations

The PSC has an established an internal audit function, with its activities framed by professional standards and Treasury Board Secretariat policies. The PSC has its own internal audit policy, governed through the Internal Audit and Evaluation Committee (IAEC). The PSC posts its audit plan and all completed audits on its Web site at:

http://www.psc-cfp.gc.ca/centres/internal_audits/index-eng.htm

For 2005-2006, the Committee had approved three audits: Cost-Recovery; Test Management Controls; and Contracting Follow-up. The first two are posted on the Web site, and the third is being prepared for posting. The first two audits outlined a number of matters requiring prompt attention; management provided comprehensive action plans, which were included as part of the audit reports. Implementation of these action plans is proceeding well.

Some audits approved in the 2005-2006 Internal Audit Plan are not yet complete. Estimated completion dates of upcoming reports are: e-Resourcing Project Expenditures (winter 2006); HR Readiness (spring 2006); Readiness for the External Audit of the PSC's Financial Statements (summer 2006); and Expenditure Management Controls (summer 2006). Both the HR Readiness audit and Readiness for the External Audit of the PSC's Financial Statements are multi-phase audits of the implementation of new processes. As well, one system-under-development audit is still being planned. The actual posting dates of these audits will depend on when they are approved by the IAEC, whose membership and processes are undergoing change in response to TBS's new Internal Audit Policy. The PSC is establishing its internal evaluation function to report on program results. This function was staffed in 2005-2006, and a plan is being readied for approval by the IAEC.

• Previous Page
• Table of Contents
• Next Page