ARCHIVED - RPP 2007-2008
Public Service Commission of Canada

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Section II - Detailed Analysis by Program Activity

Strategic Outcome

The Public Service Commission (PSC) has one strategic outcome:

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, representativeness and transparency.

The PSC contributes to the achievement of this strategic outcome:

• by ensuring that the public service is non-partisan and that appointments across the public service are based on merit and are free from political or bureaucratic patronage;
• by working with departments and agencies to implement recruitment strategies and staffing practices that respect the values of fairness, access, representativeness and transparency and are consistent with the new Public Service Employment Act (PSEA); and
• by strengthening the accountability from the Commission to Parliament regarding the health of public service staffing.

The PSC’s performance measurement framework at each level of the program activity architecture is currently under review to adapt to our changing environment. The proposed framework includes a short, medium and long-term strategy for reporting on performance. This Report on Plans and Priorities (RPP) includes mainly short and medium-term measures that can be tracked and regularly reported.

The PSC’s annual report presents the results of our oversight of departments’ and agencies’ staffing activities. It provides an overview of measures and progress towards each element of our strategic outcome: competency, official languages, non-partisanship, representativeness, fairness, access and transparency. Our performance measurement framework has been developed based on results outlined in our annual report.

The table below identifies the performance indicators, measurement strategies, and targets for reporting on the achievement of the strategic outcome on an annual basis. The achievement of the strategic outcome over time will be measured primarily through longer-term trends identified from the PSC’s analysis of annual data, from on-going audits and studies, and from the five-year evaluation of the new PSEA.

Performance Indicators	Strategy, Target & Reporting Frequency
Overall Results of oversight activities (monitoring, audits, studies, evaluations and investigations)	Performance Measurement Strategy: Develop and implement procedures, frameworks and plans for oversight activities Target: Satisfactory findings from oversight activities Reporting Frequency: Annual
Accountability Number of potential PSC appearances before parliamentary committees measured against the number of actual appearances Number of committee hearings on PSC issues Number of reports to Parliament	Performance Measurement Strategies: Determine the number of potential and actual PSC appearances before parliamentary committees and committees hearings on PSC issues Target: Minimal level to be determined Reporting Frequency: Annual
Merit/Competency Well founded statements of merit criteria that are thoroughly assessed and form the basis for appointment decisions	Performance Measurement Strategies: Assessed through monitoring activities, periodic audits, evaluations, and/or surveys on appointment processes and investigations Target: under development Reporting Frequency: Annual
Perception of public service employees about competency of people hired	Performance Measurement Strategies: Assessed through periodic surveys of public service employees Target: 85% (76% in 2005) Reporting Frequency: Annual
Merit/Official Languages Number of non-compliant positions with respect to official languages requirements	Performance Measurement Strategies: Collect data from PSC information systems Target: Zero (242 in March 2005) Reporting Frequency: Annual
Non-partisanship Perception of Canadians about non-partisanship of the public service Number of annual cases of political influence on an appointment decision identified by the PSC Number of annual cases of improper political activities by public servants or deputy heads identified by the PSC	Performance Measurement Strategies: Assessed through periodic surveys, ongoing oversight activities and review of alleged infractions Target: under development Reporting Frequency: Annual
Fairness Perception of public service employees about fairness of appointment processes	Performance Measurement Strategies: Assessed through periodic surveys of public service employees Target: 85% (64% in 2005) Reporting Frequency: Annual
Access Percentage of jobs open to the public having a national area of selection	Performance Measurement Strategies: Collect data from PSC information systems Target: Increase from previous years; final target to be determined (19% in 2005, should increase to 35% after April 2006) Reporting Frequency: Annual
Representativeness Number of employment equity groups for which representation in the public service is below workforce availability	Performance Measurement Strategies: Collect data from the Public Service Human Resources Management Agency of Canada (PSHRMAC) and Statistics Canada Target: Zero (one group in 2005-2006) Reporting Frequency: Annual
Transparency Perception of public service employees about transparency of appointment processes	Performance Measurement Strategies: Assessed through periodic surveys of public service employees Target: 85% Reporting Frequency: Annual

Program Activity 1.1.0 - Appointment Integrity and Political Neutrality 

Description
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.

Structure

• Priority 1 – Implement the new Public Service Employment Act (PSEA)
• Priority 2 – Reinforce the PSC’s role in support of Parliament
  • 1.1.0 – Appointment Integrity and Political Neutrality
    • 1.1.1 – Policy, Regulation, and Exclusion Approval Orders (EAOs), and Guides
    • 1.1.2 – Delegated Appointment Authorities
    • 1.1.3 – Non-delegated Appointment Authorities

Related Resources

Resources	2007-2008	2008-2009	2009-2010
Financial ($ thousands)	17,051	17,008	17,008
FTE	156	156	156

Results to be Achieved
We have identified the following expected results and will monitor performance of the following indicators to help ensure that this program activity is on track.

Expected Results

Performance Indicators

Recruitment strategies and staffing practices, consistent with the new PSEA and PSC strategic outcome, are implemented across the public service

Performance Indicator 1: Evaluation findings on the implementation of the new PSEA Target: Satisfactory evaluation findings Reporting Frequency: five-year PSEA review Performance Indicator 2: Number of delegations restricted or removed by the PSC. Target: Zero (Five reported in 2005-2006 Annual Report) Reporting Frequency: Annual Performance Indicator 3: Number of complaints to PSST Target: under development Reporting Frequency: Annual

1.1.1 Policy, Regulation, Exclusion Approval Orders (EAOs) and Guides

The Policy, Regulation and Exclusion Approval Orders sub-activity develops, interprets and provides advice and guidance on policies, regulations, and EAOs related to staffing and political activities. This includes:

• analyzing policy issues, developing options, consulting and creating and maintaining  policy instruments;
• sharing best practices and providing expert advice, guidance and communications to colleagues and stakeholders; and
• providing advice and assistance to departments and agencies in promoting employment equity and achieving a public service that reflects the diversity of Canadian society.

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Policy, Regulation, Exclusion Approval Orders (EAOs) and Guides in support of program activity 1.1.0, and the expected results outlined below. 

Financial Resources ($ thousands)

2007-2008	2008-2009	2009-2010
7,482	7,463	7,463

Planned Commitments:

• Refine PSC policy instruments, regulations, EAOs and guides related to appointments and political activities, review or develop new instruments, guidance and tools as required and provide advice;
• Support implementation of national area of selection (NAOS) and assess/report on the impact;
• Contribute to the parliamentary review of the Employment Equity Act and research and analyze issues to advance the goal of a representative public service;
• Review Public Service Staffing Tribunal (PSST) complaints and intervene where appropriate, as well as disseminate lessons learned; and
• Increase dialogue with Parliament about the integrity of the staffing system and pursue measures to reinforce the PSC’s standing as a unique parliamentary agency.

Results to be Achieved

Expected Results	Performance Indicators
Policies, regulations and guides related to staffing and political activities are consistent with the new PSEA and the PSC strategic outcome	Performance Indicator: Findings from audits, studies and evaluations related to staffing and political activities Target: Satisfactory findings Reporting Frequency: Annual
Departments and agencies receive relevant and accurate policy information and advice in a timely manner	Performance Indicator: Relevance and timeliness of policy information and guidance provided by the PSC to be assessed through survey of Human Resource Council (HRC) members; accuracy of policy information and guidance to be determined through quality control process. Target: HRC survey and quality control process to be developed in 2007-2008  Reporting Frequency: Annual

1.1.2 Delegated Appointment Authorities

The Delegated Appointment Authorities sub-activity administers the delegation of appointment authorities to departments and agencies through staffing advice and assistance as well as learning products and services.

Over the next three-year planning period, the PSC will dedicate the following resources to key programs and services within Delegated Appointment Authorities in support of program activity 1.1.0, and the expected results outlined below.

Financial Resources ($ thousands)

2007-2008	2008-2009	2009-2010
4,933	4,921	4,921

Planned Commitments:

• Provide continuous support to delegated organizations and external stakeholders through advice, interpretation, guidance, presentations, and sharing of best practices;
• Manage Appointment Delegation and Accountability Instruments (ADAIs) to ensure deputy heads are provided with the appropriate appointment and appointment-related authorities;
• Provide tools and products to facilitate the management of appointment and appointment-related authorities in delegated organizations; and
• Take actions to deal with deficiencies in delegated organizations.

Results to be Achieved

Expected Results	Performance Indicators
Increasingly well informed community of sub-delegated managers and human resources specialists and increasingly well managed delegated authorities	Performance Indicator: Aggregate number of support actions provided Target: Increase in the number from previous year
Departments and agencies receive relevant and accurate information and advice related to their delegated appointment authorities in a timely manner	Performance Indicator: Relevance and timeliness of information and advice provided by the PSC to be assessed through survey of Human Resources Council (HRC) members; accuracy will be assessed through quality control process Target: HRC survey and quality control process to be developed in 2007-2008Reporting Frequency: Annual

1.1.3 Non-delegated Appointment Authorities

The Non-delegated Appointment Authorities sub-activity administers authorities that are not delegated to departments and agencies, such as the oversight of priority administration, the review of political candidacy requests, and the oversight of the application of the Public Service Official Languages Exclusion Approval Order (PSOLEAO), including granting extensions and exclusions.

Over the next three-year planning period, the PSC will dedicate the following resources to key programs and services within Non-delegated Appointment Authorities in support of program activity 1.1.0, and the expected results outlined below.

Financial Resources ($ thousands)

2007-2008	2008-2009	2009-2010
4,636	4,921	4,624

Planned Commitments:

• Oversee priority entitlements process to ensure organizations respect the legislation, PSC policies and delegated authorities; monitor 35,000 or more staffing processes where priorities must be considered; verify entitlements for 1,000 or more priority persons and ensure they are informed of their rights and obligations; and ensure the integrity of non-delegated priority appointments related to former ministers’ staff and employees of the Office of the Governor General’s Secretary (including the verification of their priority entitlement);
• Support the implementation of the new political activities regime by assessing candidacy requests from public servants in relation to federal, provincial, territorial, and municipal elections; clarify and communicate requirements in this area; provide training to departmental and agency designates and employees; and monitor and report on the performance of departments and agencies, with particular attention to municipal elections, which were covered for the first time by the PSEA as of December 31, 2005; and
• Monitor the application of the Public Service Official Languages Exclusion Approval Order (PSOLEAO) by examining the data and cases of all delegated organizations on their use of the PSOLEAO’s provisions and granting extensions and exclusions according to accepted criteria.

Results to be Achieved

Expected Results	Performance Indicators
Proper consideration of persons for appointments with priority rights	Performance Indicator: Percentage of individuals with priority rights appointed Target: Effective and timely placement of persons with priority entitlement Reporting Frequency: Annual
Proper application of the political activities provisions of the PSEA in relation to political candidacy	Performance Indicator: Number of political candidacy requests received and analyzed for PSC permission Target: Timely analysis and approvals process Reporting Frequency: Annual
Proper application of the PSOLEAO	Performance Indicator: Percentage of situations in conformity with the PSOLEAO Target: Decrease in number of non-compliant situations from previous year Reporting Frequency: Annual
Non-delegated appointment administration systems and procedures are efficient and well managed	Performance Indicator: Study findings on the administration of non-delegated appointment authorities Target: Satisfactory findings Reporting Frequency: Annual (determined by audits, studies and evaluations plans)

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

Description
The Oversight of Integrity of Staffing and Political Neutrality activity provides an accountability regime for the implementation of the appointment policy and regulatory framework 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.

Structure

• Priority 3 – Ensure proper oversight and accountability to Parliament
• Priority 2 – Reinforce the PSC’s role in support of Parliament
  • 1.2.0 – Oversight of Integrity of Staffing and Political Neutrality
    • 1.2.1 – Monitoring
    • 1.2.2 – Audits, Studies and Evaluations
    • 1.2.3 – Investigations and Early Intervention Mechanisms

Related Resources

Resources	2007-2008	2008-2009	2009-2010
Financial ($ thousands)	28,860	28,792	28,792
FTE	264	264	264

Results to be Achieved
We have identified the following expected results and will monitor performance of the following indicators to ensure that Program Activity 2 is on track.

Expected Results	Performance Indicators
Departments have implemented PSC audit recommendations	Performance Indicator: Percentage of audit recommendations implemented Target: 100 % Reporting Frequency: Annual
Enhanced risk-based oversight of the integrity of public service staffing	Performance Indicator 1: Percentage of coverage of oversight activities (monitoring, audits, studies and evaluations) of each risk category Target: Under development Reporting Frequency: Annual Performance Indicator 2: Number of public service organizations with delegated staffing authorities whose staffing performance did not meet all essential staffing performance identified in the Staffing Management Accountability Framework Target: Zero Reporting Frequency: Annual

1.2.1 Monitoring

The Monitoring sub-activity ensures departments’ and agencies’ compliance with legislative requirements of the PSEA in the context of their delegated authorities. This includes:

• providing feedback and analysis to departments based on reports, visits and other monitoring tools to identify areas of improvement, risk and public service-wide issues;
• sharing best practices or challenges; and
• identifying the need for intervention.

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Monitoring in support of program activity 1.2.0, and the expected results outlined below.

Financial Resources ($ thousands)

2007-2008	2008-2009	2009-2010
3,822	3,813	3,813

Planned Commitments:

• Monitor the delegation of staffing authorities to approximately 80 organizations through the implementation of an integrated risk management strategy which includes active monitoring, information gathering and reporting; put in place remedial measures when non-compliance occurs;
• Monitor the responsibilities of the PSC with regard to the political neutrality of approximately 85 organizations through the implementation of an integrated risk management strategy which includes active monitoring, information gathering and reporting, and put in place remedial measures when non-compliance occurs;
• Review and refine accountability tools and monitoring programs related to staffing (Staffing Management Accountability Framework and database monitoring), political activities and deployment of staff from separate agencies;
• Monitor whether departments confirm that former ministers’ staff who participate in internal advertised processes satisfy the conditions, and monitor the movement of former ministers’ staff to the public service through such processes; and
• Assess the compatibility and monitor the staffing programs of up to 20 separate agencies for the purpose of granting deployment rights to their employees.

Results to be Achieved

Expected Results	Performance Indicators
More effective accountability between the PSC and deputies with respect to staffing and political impartiality	Performance Indicator: Number of departments fully meeting staffing and political impartiality reporting requirements Target: 100% Reporting Frequency: Annual
More effective accountability between the PSC and separate agencies with respect to their deployment rights	Performance Indicator: Number of separate agencies fully meeting compatibility requirements Target: 100% Reporting Frequency: Annual
The PSC administers a well managed monitoring and feedback system	Performance Indicator: Percentage of key monitoring transactions completed in the annual cycle (includes call letters, completed departmental responses and feedback responses or meetings) Target: 100% Reporting Frequency: Monthly

1.2.2 Audits, Studies and Evaluations

The Audits, Studies and Evaluations sub-activity conducts independent audits, studies and evaluations and reports to Parliament on the integrity of the appointment process, including the protection of merit and political neutrality.

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Audits, Studies and Evaluations in support of program activity 1.2.0, and the expected results outlined below.

Financial Resources ($ thousands)

2007-2008	2008-2009	2009-2010
14,307	14,273	14,273

Planned Commitments:

• Develop a multi-year risk-based audit plan and cycle for the 80 entities that fall under the purview of the PSEA, for which delegation agreements have been signed;
• Perform independent audits (departmental, government-wide and follow-up), studies and evaluations that are relevant and meet quality assurance standards;
• Continue building the capacity of the audit function by establishing a professional practices group responsible for developing the audit methodology and training materials, reviewing audit work, creating an independent audit advisory committee and ensuring compliance with professional standards;
• Support the longer-term planning of audits and studies by developing an evaluation framework for the five-year review of the new PSEA; and
• Provide appointment data and analysis and maintain a related information system to support the PSC’s oversight role and the information needs of departments and agencies.

Results to be Achieved

Expected Results

Performance Indicators

Independent audits, studies and evaluations are conducted in accordance with a risk-based oversight plan and professional standards

Performance Indicator: Number of audits, studies and evaluations completed in accordance with approved plans and professional standards Target: 2007-2008: six audits; four statistical studies and five-year PSEA evaluation plan in place 2010-2011: independent assessment completed to ensure audits are conducted in accordance with professional standards Ongoing internal quality reviews on audits completed Reporting Frequency: Annual

1.2.3 Investigations and Early Intervention Mechanisms

Investigations, which may include early intervention processes, provide oversight of concerns raised about appointments. Investigations are also conducted into allegations of improper political activities of public servants.

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Investigations and Early Intervention Mechanisms in support of program activity 1.2.0 and the expected results outlined below.

Financial Resources ($ thousands)

2007-2008	2008-2009	2009-2010
10,731	10,706	10,706

Planned Commitments:

• Implement operational frameworks and procedures for investigations and early intervention processes under the new PSEA;
• Conduct investigations (and early intervention processes where applicable) for mandated investigations under the new PSEA, evaluate the demand for deputy head-requested investigations and assess the Branch’s capacity to meet this demand;
• Conduct investigations into allegations of improper political activities; and
• Finalize administrative details relating to appeals to complete the load of cases received under the old PSEA.

Results to be Achieved

Expected Results

Performance Indicators

Effective and timely resolution of investigations handled by the PSC

Performance Indicator 1: Number of investigation requests processed by category (external staffing, non-delegated internal staffing, fraud, political influence, improper political activities) Target: Establish baseline data for investigations under new PSEA Reporting Frequency: Annual Performance Indicator 2: Number of investigations completed, by category (external staffing, non-delegated internal staffing, fraud, political influence, improper political activities) Target: Establish baseline data for investigations under new PSEA Reporting Frequency: Annual Performance Indicator 3: Number of staffing concerns dealt with through ADR processes Target: Establish baseline percentage for ADR processes under new PSEA Reporting Frequency: Annual Performance Indicator 4: Average disposal time of investigations Target: 90 days for investigations into errors and omissions; target level to be established for other investigations as disposal time requirements are analyzed Reporting Frequency: Annual Performance Indicator 5: Number of decisions referred to and overturned by the Federal Court or the PSST Target: Low number of successful judicial review applications before the Federal Court, challenging PSC decisions Reporting Frequency: Annual

Program Activity 1.3.0 - Staffing Services and Assessment

Description
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.

Structure

• Priority 4 – Provide PSC staffing and assessment services that respond to the needs of delegated managers and Canadians
• Priority 2 – Reinforce the PSC’s role in support of Parliament
  • 1.3.0 – Staffing Services and Assessment
    • 1.3.1 – Staffing Services
    • 1.3.2 – Assessment

Related Resources

Resources	2007-2008	2008-2009	2009-2010
Financial ($ thousands)	57,509	51,207	53,413
FTE	595	582	594

Note: The financial resources include funding in the amount of $12 million for the Public Service Staffing Modernization Project (PSSMP), as well as a temporary reallocation of $7.8 million to fund continued work on the Staffing and Assessment Services Transformation.

Some of the staffing authorities now delegated to departments and agencies were previously reserved by the PSC and exercised by the Staffing and Assessment Services Branch (SASB). SASB continues its transition to a new service delivery model that will support the integrity of the staffing system and respond to the needs of deputy heads. SASB is working towards offering expanded staffing services beyond those previously provided (primarily executive resourcing, general recruitment and staffing for organizations that did not have human resources capacity or have lost their delegated authorities). In the interim, a transformation team will help support the transition to the new model and identify options to modify our funding mechanisms.

SASB will continue to support departments in meeting their external staffing needs and will also begin to offer internal staffing services, focusing on staffing through prequalified pools processes.

Results to be Achieved
We have identified the following expected results and will monitor performance of the following indicators to help ensure that the Staffing Services and Assessment program activity is on track.

Expected Results	Performance Indicators
Staffing and assessment services and products meet the business needs of clients and are consistent with the new PSEA and the PSC’s strategic outcome	Performance Indicator: Study findings and client consultations results Target: Satisfactory study findings Reporting Frequency: Annual against three-year plan Performance Indicator: Audit, study and evaluation findings Target: Satisfactory study findings Reporting Frequency: determined by audit, study and evaluation plan

1.3.1 Staffing Services

The Staffing Services sub-activity includes the development and delivery of staffing services, systems, programs and products to departments and agencies, Canadians and public servants.

The PSC’s staffing services include executive staffing services, general recruitment services, central recruitment programs and expanding non-executive services designed to help federal departments and agencies select individuals for positions across a range of occupations and  levels within the public service.

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Staffing Services in support of program activity 1.3.0, and the expected results outlined below.

Financial Resources ($ thousands)

2007-2008	2008-2009	2009-2010
47,652	42,306	44,512

Note: The financial resources include funding in the amount of $12 million for the Public Service Staffing Modernization Project (PSSMP), as well as a temporary reallocation of $7.8 million to fund continued work on the Staffing and Assessment Services Transformation.

Planned Commitments:

• Deliver high-quality general and central 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. These services include support for prequalified pool processes, staffing in shortage areas and external staffing using automated staffing tools. Central recruitment programs include the Federal Student Work Experience Program, Post-Secondary Recruitment program and Research Affiliate Program. (2007-2008 forecasted volume: 100,000 applications for central recruitment and 6,510 requests for general recruitment (approximately 70% of 9,300 total requests);
• Provide executive staffing services to departments and agencies (2007-2008 forecasted volume: 500 executive staffing actions initiated);
• Provide staffing and recruitment services and programs to departments and agencies that have lost their delegated authorities or that do not have sufficient in-house human resources capacity (four organizations);
• Maximize opportunities under the new PSEA and consult with clients to facilitate the implementation of the national area of selection policy;
• Support the implementation of e-resourcing to departments and agencies; and
• Continue to implement the Staffing and Assessment Business Transformation Plan, including client consultations to assess needs and identify service improvements:
  • market analyses;
  • service rationalization and priorities;
  • design, development and testing of new or upgraded services;
  • marketing and communication strategies;
  • funding strategy and cost recovery authority; and
  • transfer of knowledge from transformation team and begin phase out of transition.

Results to be Achieved

Expected Results	Performance Indicators
Staffing services delivered within service standards	Performance Indicator: Percentage of staffing services delivered meeting service standards Target: 100% Reporting Frequency: Annual
Stable demand for PSC staffing services	Performance Indicator: Percentage of business share of recruitment services Target: 70% Reporting Frequency: Monthly
Electronic systems and tools that increase efficiencies in staffing	Performance Indicators: Statistical evidence of efficient screening and referrals; andStable and reliable electronic staffing system to support departments and agencies in external referrals Target: Under development (e-resourcing performance reports being developed) Reporting Frequency: Annual

1.3.2 Assessment

Through the PSC’s Personnel Psychology centre (PPC) and regional client service units, the Assessment sub-activity provides assessment-related products and services in the form of research and development, consultation, assessment operations and counselling for use in staffing, selection and development throughout the federal public service. Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Assessment in support of program activity 1.3.0, and the expected results outlined below.

Financial Resources ($ thousands)

2007-2008	2008-2009	2009-2010
9,857	8,901	8,901

Note: The 2007-2008 financial resources include $6,000K in respendable revenue from Assessment and Counselling Services and Products.

Planned Commitments:

• 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 (2007-2008 forecasted volume: Testing: 170,000 tests administered, including 80,000 second language evaluations);
• Continue developing and updating instruments and procedures including Second Language Evaluation (SLE). Implementation of the new SLE Writing Test in English and in French will take place in 2007-2008. Development of the new SLE Oral Interaction Test will be completed in 2007-2008, with phased-in implementation to begin during the same fiscal year. Additional research and development work will result in the modification or development of 15 new assessment products;
• Implement the e-testing strategy including continuing to set up e-testing facilities; and
• Obtain continued authority to re-spend revenue for 2008-2009 and beyond.

Results to be Achieved

Expected Results	Performance Indicators
Assessment services delivered within service standards	Performance Indicators: Percentage of assessment services delivered meeting service standards Number of assessment accommodations provided Number of new products modified or developedTest services client satisfaction Target:Client satisfaction and compliance to service standards Meeting forecasted volumes Reporting Frequency: Annual
Second Language Oral Interaction Evaluations (SLE) are provided and processed in a timely manner	Performance Indicator: Average SLE Oral Interaction turnaround time Target: 10 days Reporting Frequency: Monthly

Management Priority: Becoming a Model Organization

Striving for Management Excellence
The PSC is committed to building a model organization. We will strive to ensure we have the organizational capacity and flexibility to respond effectively and efficiently to our evolving operational environment, and emerging opportunities and risks. Over the next three years, we will achieve this by continuing to:

• build an organization and management structure responsive to emerging opportunities and risks, and supportive of our role as an independent agency reporting to Parliament;
• refine our management and stewardship of our financial, human and information resources within an integrated planning framework; and
• build a productive, sustainable and adaptive workforce.

Enhanced Management Structure and Parliamentary Affairs
Over the next three years, the PSC will continue to evolve in response to the new mandate introduced by the PSEA and Public Service Modernization Act (PSMA). We will listen attentively to the needs of our departmental and agency client base, as well as fulfil our oversight function to Parliament. Adopting a management structure that reflects the changing nature of our operating environment is an important part of this. Also important is our ability to effectively manage/mitigate external risks.

Planned Commitments:

• prepare for the anticipated appointment of two new part-time commissioners to the PSC; and
• continue to enhance and support links with Parliament, and our capacity to respond efficiently and effectively to parliamentarians regarding emerging issues within our domain.

Enhanced Financial and Management Practices
The PSC continues to be proactive in improving our management practices. In addition to implementing the new Treasury Board Policy on Internal Audit, preparing independently audited financial statements, and initiating an integrated planning process, we have aggressively used business practices including zero-based budgeting to help us align funding allocations with identified priorities, and productivity and output performance results on an ongoing basis.

Opportunities to find additional funds internally from efficiency gains are already being maximized. We have reallocated $6.1 million (including the Employee Benefits Plan) internally to meet changing roles and priorities under the PSMA and PSEA. Additional long-term funding will still be needed to fulfil our responsibilities under the new PSEA. Without additional funding, we risk having to drop key activities and services or reduce service delivery in key areas.

Building a strong and effective management accountability structure responsive to our needs and reflective of our status as an independent agency continues to be a key commitment for us. In 2006-2007, the PSC has undertaken a Management Accountability Framework (MAF) self-assessment process to ensure all financial, human and information management practices are integrated and effectively support our goal of building a model organization.

Planned Commitments:

• Pursue and develop, as required, effective short to long-term funding strategies for program activities not currently funded from internal resource allocations;
• Review and refine PSC’s Performance Measurement Framework to ensure critical performance information is available to support effective decisions;
• Pilot a time reporting system supporting the efficient use and allocation of resources;
• develop a Strategic Information Management (IM) Plan, including development of an IM governance and accountability structure, IM vision, strategy and policy, and a Records and Document Information Management System (RDIMS) pilot;
• Implement the action plan resulting from the MAF self-assessment process;
• Enhance and invest in Information Technology (IT) management strategies that reinforce the efficient, effective, and cost effective allocation of IT resources to support evolving technology needs and mitigate potential risks (e.g., system compatibility, integration, security, obsolescence, vendor support); and
• Develop and implement an appropriate strategy to meet our obligations to Treasury Board and mitigate identified risks regarding new IT Systems Security Standards.

Building on our HR Capacity
The PSC has developed an HR plan that reflects our evolving business needs, encompasses strong people management practices, and is integrated into our operational planning process. The plan identifies our HR risks and challenges, and strategies to address them. During the next three years, we will face a challenge in finding and retaining talented staff to meet current and future workforce needs in light of high turnover rates, aging of our workforce and associated retirements, as well as skill gaps emerging as the nature of our work changes. We will focus on the following initiatives during the planning period.

Planned Commitments:

• In response to high turnover rates and rising retirement trends, use prequalified pool processes, development opportunities, and associated programs and strategies to increase our resourcing and leadership capacity;
• Implement a succession planning model for all key positions;
• Refine HR tools, systems and data management practices to support our current and future business objectives; and
• Invest in learning strategies and training opportunities to ensure staff can obtain the multiple skill sets necessary to fulfill our oversight responsibilities, as well as provide sound advice and services to departments and agencies.

 

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