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The Honourable Beverley J. Oda, P.C., M.P.
Minister of Canadian Heritage and Status of Women
Section I - Overview
Section II - Detailed Analysis by Program Activity
Section III - Supplementary Information
Section IV - Other Items of Interest
I am pleased to present the Public Service Commission’s
(PSC)
2007-2008 Report on Plans and Priorities (RPP).
The Public Service Commission (PSC) is an independent agency reporting to Parliament, mandated to safeguard the integrity of the public service staffing system and the political neutrality of the public service.
Our goal with this Report is to provide Parliament with detailed and accurate information about: our organization’s plans and priorities in 2007-2008 to 2009-2010 and the strategies we will use to fulfil our mandate; the risks, challenges, and opportunities inherent in our new role under the new Public Service Employment Act (PSEA); and the resources we will need to do our work to the best advantage of Canadians and Parliament.
The PSC’s strategic outcome is 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, representativeness and transparency.
In support of that outcome, the PSC has identified five priorities for the planning period:
We are pleased with the progress departments and agencies have made over the past year, in putting in place the essential elements required under the new PSEA. However, much more needs to be done. The PSC will continue to provide guidance, policies, interpretation and tools and will support deputy heads in exercising their delegated authorities and making full use of the provisions of the new Act. We will also continue to monitor the political activities of public servants.
The PSC oversees the integrity of the appointment system on behalf of Parliament and thereby helps preserve the non-partisan nature of the public service. We provide assurance directly to Parliament on the health of the system through our committee appearances, audits, reports, studies and investigations.
The PSC has reallocated $6.1 million (including the Employee Benefits Plan) internally to fulfil our responsibilities under the new PSEA. Additional long-term funding is needed, however, to fully implement the new Act. Without new funding, we risk having to drop key activities.
We are having discussions with officials on the best way to obtain additional funding. By statute, the PSC makes most of its policy decisions independent of ministerial direction. As a result, the PSC does not fit comfortably into existing processes for obtaining additional funding. We need a funding solution to support full implementation of the new PSEA in the long-term.
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:
We expect to be the provider of choice for departments and agencies seeking staffing and assessment services and will promote the identification and use of best practices in all areas. To directly benefit all Canadians, we will continue to modernize our Web-based recruitment tools for staffing processes, so that we can increase Canadians’ access to public service employment opportunities.
We are committed in all our activities to building a strong Canadian public service as it modernizes and renews its workforce.
We submit for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) for the Public Service Commission (PSC).
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007-2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports.
The PSC’s Executive Management Committee oversees preparation of the report, and approves it after receiving advice of the PSC Internal Audit Committee.
______________________ Maria Barrados, PhD President February 1, 2007 |
______________________ Anne-Marie Robinson Senior Financial Officer February 1, 2007 |
The Public Service Commission (PSC) is dedicated to building a public service that strives for excellence. We protect merit, non-partisanship, representativeness and the use of both official languages.
We safeguard the integrity of staffing in the public service and the political impartiality of public servants. We develop policies and guidance for public service managers and hold them accountable for their staffing decisions. We conduct audits and investigations to confirm the effectiveness of the staffing system and to make improvements. As an independent agency, we report our results to Parliament.
We recruit talented Canadians to the public service, drawn from across the country. We continually renew our recruitment services to meet the needs of a modern and innovative public service.
Values to Guide our Actions
In serving Parliament and Canadians, we are guided by and proudly adhere to the following values:
Financial Resources ($ thousands)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
103,420 | 97,007 | 99,213 |
Human Resources (Full-Time Equivalents)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
1,015 | 1,002 | 1,014 |
Over the next three years, the PSC will use four program activities to achieve its strategic outcome:
These four program activities will focus on and be organized around the PSC’s five priorities discussed in Section I and reflect the Program Activity Architecture (PAA) approved in June 2006. The primary change to the PAA was the creation of a new program activity, Oversight of Integrity of Staffing and Political Neutrality that includes PSC monitoring of delegated authorities, audits, studies and evaluations, investigations and early intervention mechanisms. This program activity presents a clear delineation between the PSC’s policy and oversight functions. A crosswalk between the old and new PAA is presented below.
Section II of the RPP describes in more detail each program activity, related planned commitments and performance expectations.
Program Activity Architecture (PAA) Crosswalk ($ thousands)
PAA 2006-2007 | PAA 2007-2008 | ||||
---|---|---|---|---|---|
Appointment Integrity and Political Neutrality | Oversight of Integrity of Staffing and Political Neutrality | Staffing Services and Assessment | TOTAL | ||
Appointment Integrity and Political Neutrality | 48,584 | 18,371 | 25,806 | 4,407 | 48,584 |
Recruitment and Assessment Services | 43,472 | 43,472 | 43,472 | ||
TOTAL | 92,056 | 18,371 | 25,806 | 47,879 | 92,056 |
The following PSC Results Chain links what we deliver to our long-term result or strategic outcome.
(Click on the image to enlarge.)
The PSC’s strategic outcome of providing Canadians with a highly competent, non-partisan and representative public service fully supports the Government of Canada’s outcomes, as outlined in Canada’s Performance 2006. The PSC is a key player in safeguarding and fostering the integrity of the staffing system and political neutrality of the public service through monitoring, audits, studies, and evaluations and investigations in support of the government’s public policy values of equity, transparency, and fairness. It reports annually to Parliament.
The PSC is also adapting its products and services to ensure that departments and agencies continue to have access to professional recruitment and assessment services.
The PSC is actively working to provide improved on-line staffing tools so that all Canadians have access to employment opportunities in the public service.
Finally, through its programs and services, the PSC directly contributes to the Government of Canada’s outcomes of fostering a diverse society that promotes linguistic duality and social inclusion. It does so by ensuring that the human resources management policies of the federal public service protect merit, non-partisanship, representativeness and the use of both official languages. We monitor and assess compliance with those policies.
Operating Environment
The PSC’s mandate has two distinct aspects.
First, the PSC oversees the integrity of the appointment system on behalf of Parliament. To do this, the PSC must be independent of Government and close to Parliament.
Second, the PSC provides staffing and assessment services to public service departments and agencies. This requires that the PSC understand and respond to the needs of human resources professionals and hiring managers.
Working with Departments and Agencies
The PSC is exercising this mandate in a time of transition related to how positions are staffed in the public service. The new Public Service Employment Act (PSEA) encourages the PSC to delegate its appointment authorities to deputy heads, and through them to their managers. The intention is to give managers significant opportunities to hire, manage and lead their employees to meet the needs of Canadians within the legislative framework.
To benefit fully from this new legislation, which came into effect December 31, 2005, the federal public service must change. Human resources officers, managers and senior executives must understand their new roles and the new opportunities they have to staff their organizations. They need to make the transition from a rules-based approach to a values-based approach.
To facilitate this cultural change, the PSC is working in collaboration with the Public Service Human Resources Management Agency of Canada and the Canada School of Public Service to provide training, support and guidance to human resources professionals and managers across the public service. The PSC is also offering discretionary staffing and assessment services to departments and agencies as they take on their new responsibilities under the PSEA.
Overseeing the Integrity of the System
At the same time as it works closely with departments and agencies, the PSC must fulfil its responsibilities to Parliament.
The Commission is charged with ensuring that deputy heads exercise their delegated staffing authorities appropriately, and adhere to the values and principles in the new legislation. A variety of accountability mechanisms and oversight tools are in place to accomplish this. When the PSC identifies risks to the appointment system, it recommends changes. It can also sanction organizations, or impose conditions on how they exercise delegated authorities. In exceptional cases, the PSC can withdraw those authorities.
The PSC also monitors whether the appointment system overall is operating effectively, and safeguards the non-partisanship of the public service. It reports annually to Parliament on the integrity of the system, and may make special reports to Parliament on urgent or important matters.
Safeguarding Non-Partisanship
Protecting a non-partisan public service has been the tradition and mandate of the Commission since its inception in 1908. Under the new PSEA, a strengthened political activities regime has been established to balance the right of public servants to participate in the political process with the need to preserve the impartiality of the public service.
The PSC has developed political activities regulations that define the process for requesting permission and approving requests from public servants who wish to be candidates in federal, provincial, territorial and, for the first time, municipal elections. The PSC has also developed a guide and self-assessment tool explaining employees’ rights and obligations in this area. The PSC may investigate allegations of improper political conduct by public servants.
Experience over the past year with the higher volume of candidates’ requests to run in municipal elections indicates that additional efforts are required to clarify and communicate the requirements of this process. The PSC will introduce new measures to monitor, assess and report on the performance of departments and agencies more generally in helping to preserve the impartiality of the public service.
A Complex Environment
The public service of Canada faces significant challenges and risks in attempting to nurture a delegated staffing system. The human resources community lacks skilled specialists to support managers who now have additional staffing responsibility delegated to them. Implementation of accountability requirements, and compliance with those requirements is uneven. Management information systems are weak. Many departments and agencies require ongoing guidance and support to conduct their staffing under the new PSEA.
Overall, there is a possibility that the integrity of the new staffing system will be at risk, and that the public service will not benefit from the opportunities available under the new legislation.
Because the PSC is responsible for overseeing the integrity of the staffing system, these challenges and risks are the PSC’s challenges and risks.
The PSC must also deal with its own challenges: meeting demands from clients for services; building capacities in key areas of its mandate; introducing essential technology; and strengthening management practices. The PSC must refocus its day-to-day work – from providing mandatory services and handling appeals under the old PSEA, to overseeing the integrity of the appointment system and providing discretionary services. The PSC must fulfill its statutory obligations while fully supporting the government, particularly in a time of transition and public service renewal.
The next section explores these challenges and risks.
Key PSC Challenges and Risks
The PSC has identified the primary challenges and risks emerging from the complex environment in which it operates, and adopted strategies to address them. (More detail is available in Section IV, Corporate Risk Profile and Challenges).
First, the human resources community lacks skilled specialists who can provide managers with the support necessary to effectively take on the expanded staffing roles envisaged by the new PSEA. Without necessary support, managers are hindered from taking on the expanded staffing roles envisaged in the PSEA.
The PSC will continue to offer guidance and support to departments and agencies. It will work with partners to increase human resources capacity over time. A related issue is the failure of many departments and agencies to conduct effective human resources (HR) planning. This weakens both corporate planning and the quality of staffing actions. The PSC will promote the benefits of planning and identify risk areas where required.
Given the increased managerial discretion under the new PSEA, there is a risk that hiring managers’ decisions may not always demonstrate the proper use of staffing flexibilities and not sufficiently protect merit. Weak information systems for monitoring and reporting under the PSEA could make it difficult to identify this issue and could undermine effective accountability. The PSC will continue to communicate its expectations, work with departments and agencies to monitor adherence to the staffing values, and improve and harmonize human resources information systems across the public service.
The PSC risks losing clients for its staffing and assessment services if it does not respond adequately to growing demands and changing requirements. A delay in improving the technology aimed at re-engineering staffing and recruitment processes would aggravate this situation and slow the implementation of the national area of selection policy. To address this possibility, the PSC will implement its new service vision, introduce national service standards, and enhance communication with clients. It will also act to maintain support for e-resourcing technology in government.
If the PSC fails to bolster its own capacity in such areas as audit, investigations and services, it will have difficulty in fulfilling its enhanced mandate. To address capacity issues, the PSC will implement a multi-year audit plan, complete the Investigations Branch reorganization, and recruit and train staff in critical areas.
The PSC needs to secure new funding to fully implement its obligations under the new PSEA. Through consultation with Parliament and its public service partners, the PSC needs to find a funding solution to support full implementation of the new PSEA over the long run. This will ensure it can respond effectively and efficiently to a rapidly evolving operating environment.
Finally, the PSC needs to strengthen its succession planning and human resources strategies to face the possibility of a shortage of qualified personnel. The PSC will develop more rigorous, corporate human resources planning processes and build staff capacity and competencies.
The PSC has identified five priorities that will be the focus of our four program activities for the period 2007-2008 to 2009-2010. While no new priorities have been introduced, revisions have increased the number of priorities from four to five. These revisions will provide the PSC greater flexibility and effectiveness in responding to the changing operational environment and evolving roles introduced by the new PSEA. The following table provides planned spending by priority.
Priorities | Type of Priority | Program Activity | Planned Spending ($ thousands) | ||
---|---|---|---|---|---|
2007-2008 | 2008-2009 | 2009-2010 | |||
I. Fully implement the new PSEA | Previously committed (revised) |
Appointment Integrity and Political Neutrality | 17,051 | 17,008 | 17,008 |
II. Reinforce the PSC’s role in support of Parliament | Previously committed (revised) |
All Program activities | __ | __ | __ |
III. Ensure proper oversight and accountability to Parliament | Previously committed | Oversight of Integrity of Staffing and Political Neutrality | 28,860 | 28,792 | 28,792 |
IV. Provide PSC staffing and assessment services that respond to the needs of delegated managers and Canadians | Previously committed (revised) |
Staffing Services and Assessment | 57,509 | 51,207 | 53,413 |
V. Become a model organization | Previously committed (revised) |
All program activities | __ | __ | __ |
Total | 103,420 | 97,007 | 99,213 |
Planned spending for Corporate Services, the fourth PSC program activity, has been allocated to each priority. All PSC program activities contribute to Priorities II and V; therefore, no separate costing is provided. The detailed financial information presented in Section II includes the allocation of corporate services’ costs, estimated at $32,475K for 2007-2008. These costs include functions related to the President’s and commissioners’ offices ($1,102K), corporate secretariat ($796K), corporate initiatives ($1,764K), finance and administration ($6,973K), corporate planning and reporting ($1,348K), human resources management ($4,684K), information technology ($8,930K), communications and parliamentary affairs ($4,408K), library services ($681K), legal services ($1,110K) and internal audit ($679K). The basis of allocation of corporate services’ costs is currently under review as we develop a new costing model for our cost-recovery activities.
The total costs of corporate services have increased due to decisions to centralize delivery of a selection of corporate services including equipment and furniture procurement and language training. We anticipate this will increase efficiencies and management controls in these areas.
Priority I - Fully implement the new PSEA
The new PSEA makes it possible for public service departments and agencies to transform their staffing processes. It does not, however, guarantee success. Organizations must build appointment systems that take advantage of the opportunities contained in the new Act. They must resist the temptation to slide back into the comfortable familiarity of a rules-based approach to staffing.
Although organizations have made progress in implementing the new PSEA, continuing effort is required. The goal is to change the culture so that managers make strategic staffing choices based on appropriate planning of their human resources requirements. The goal is to help change the culture surrounding human resource management. They must also assume greater responsibility and accountability for their staffing decisions. This cannot be accomplished in one or two years.
The PSC has a continuing responsibility to assist in this process of transformation. The PSC’s Appointment Framework helps deputy heads build appointment systems to meet their own organizational needs while respecting legislative requirements, the staffing values and PSC policies. In 2007-2008, the PSC will:
Priority II - Reinforce the PSC’s role in support of Parliament
The PSC, on behalf of Parliament, oversees the integrity of the staffing system and the political impartiality of the public service. Its position as an independent agency reporting to Parliament was strengthened under the new PSEA. For example, the Act gives Parliament a greater role in the appointment of the PSC president; it allows the Commission to issue special reports to Parliament. The PSC wants to reinforce its independence in order to improve its ability to oversee the staffing system effectively. It sees two ways to accomplish this:
Priority III - Ensure proper oversight and accountability to Parliament
To fulfil its accountability to Parliament for safeguarding the integrity of public service appointments and protecting non-partisanship, the PSC has developed a continuum of accountability mechanisms and oversight tools. In 2007-2008, we will strengthen these mechanisms and tools and build our capacity to do so where required.
The PSC monitors and assesses departmental and agency performance and provides feedback to deputy heads so they can improve their appointment processes.
Audits, evaluations and statistical studies allow the PSC to examine the staffing activities of departments and agencies and analyze government-wide issues.
The PSC conducts investigations of external appointments under the new PSEA, staffing processes where fraud is suspected, or alleged improper political activities by public servants. It can also conduct investigations into internal staffing, at the request of deputy heads.
The PSC has been assigned two additional roles under the new PSEA.
It has standing before the new Public Service Staffing Tribunal. This provides the opportunity to encourage Tribunal decisions that protect staffing values and respect the policies and practices in the PSC’s Appointment Framework.
The PSC has larger and more complex responsibilities for safeguarding non-partisanship in the public service. To fulfil them, the PSC has put a number of measures in place.
Priority IV - Provide PSC staffing and assessment services that respond to the needs of delegated managers and Canadians
Under previous staffing legislation, departments and agencies were required to obtain certain staffing services from the PSC. Now, for the most part, they can develop staffing services internally or seek them elsewhere.
For many organizations, particularly small ones, this presents a challenge. They are equipped neither to provide those services themselves nor to oversee outside providers.
To meet their needs and those of other potential clients, the PSC now offers its recruitment, executive resourcing and assessment services on a discretionary basis. It does this through its Staffing and Assessment Services Branch.
The Branch will adopt a public service-wide approach to staffing that focuses on attracting and retaining talented individuals to meet current and future needs. It has embarked on a comprehensive business transformation project to expand the scope of its services and emerge as the leader in modern staffing practices within the public service of Canada. It will:
The increasing use of a national area of selection to recruit external candidates for federal government jobs will result in higher volumes of applications. The PSC believes the use of electronic screening tools is essential to process these applications efficiently and effectively.
It has developed an innovative Web-based recruitment and screening tool, the Public Service Resourcing System.
The Staffing and Assessment Services Branch will continue to prepare for the introduction of a longer-term electronic solution that will serve both external and internal selection processes.
Priority V - Become a model organization
To ensure it operates at peak effectiveness and achieves maximum value for taxpayers’ money, the PSC intends to continue striving for management excellence. This is particularly necessary during this period of significant change for the PSC and its employees.
Overall, the PSC will strive to be a model organization, adhering to the principles of modern comptrollership and valuing the needs and concerns of employees.
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:
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
|
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
|
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 |
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
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:
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:
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:
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:
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) |
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
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:
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:
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:
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:
|
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:
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 |
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
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 $7.8 million to fund continued work on the Staffing and Assessment Services Transformation.
Planned Commitments:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
Staffing services delivered within service standards | Performance Indicator: Percentage of staffing services delivered meeting service standards Target: 100% Reporting Frequency: Annual |
Stable demand for PSC staffing services | Performance Indicator: Percentage of business share of recruitment services Target: 70% Reporting Frequency: Monthly |
Electronic systems and tools that increase efficiencies in staffing | Performance Indicators: Statistical evidence of efficient screening and referrals; andStable and reliable electronic staffing system to support departments and agencies in external referrals Target: Under development (e-resourcing performance reports being developed) Reporting Frequency: Annual |
1.3.2 Assessment
Through the PSC’s Personnel Psychology centre (PPC) and regional client service units, the Assessment sub-activity provides assessment-related products and services in the form of research and development, consultation, assessment operations and counselling for use in staffing, selection and development throughout the federal public service. Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Assessment in support of program activity 1.3.0, and the expected results outlined below.
Financial Resources ($ 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:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
Assessment services delivered within service standards |
Performance Indicators:
Target:Client satisfaction and compliance to service standards Meeting forecasted volumes |
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 |
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:
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:
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:
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:
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 is 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 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.
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 deputy heads’ exercise of 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, studies and evaluations to provide objective information, advice and assurance to Parliament, and ultimately Canadians, on 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. The Vice President 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 delegated 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 recruitment services to all clients and staffing services to organizations (under 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.
The Public Service Commission (PSC) works collaboratively with the following major organizations and stakeholders:
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
|
---|---|---|---|---|
By Program Activity | ||||
Appointment Integrity and Political Neutrality | 18,276 | 18,580 | 18,580 | 18,580 |
Oversight of Integrity of Staffing and Political Neutrality | 25,688 | 29,794 | 29,794 | 29,794 |
Staffing Services and Assessment | 68,053 | 60,832 | 48,633 | 43,639 |
Budgetary Main Estimates (Gross) | 112,017 | 109,206 | 97,007 | 92,013 |
Less: Respendable Revenue (Note 1) | 6,000 | 6,000 | ||
Total Main Estimates | 106,017 | 103,206 | 97,007 | 92,013 |
Adjustments | ||||
Supplementary Estimates (A) | ||||
Operating budget carry forward | 3,808 | |||
2005 Expenditure Review Committee savings – Procurement | (460) | |||
Spending authorities available within the Vote | (1,247) | |||
Other | ||||
Collective agreements | 1,240 | |||
Public Service Resourcing System (PSRS) – reprofiled resources from 2006-2007 to 2007-2008 | (4,703) | |||
Adjustment entry to reconcile to best estimate of expenditures | (770) | |||
Internal Audit | 214 | |||
Assessment and Counselling Services and Products ( Note 1) | ||||
-Expenses | 6,000 | 6,000 | ||
-Revenues Credited to the Vote | (6,000) | (6,000) | ||
Internal Realignment (Note 2) | ||||
-Appointment Integrity and Political Neutrality | (1,572) | (1,572) | (1,572) | |
-Oversight of Integrity of Staffing and Political Neutrality | (1,002) | (1,002) | (1,002) | |
-Staffing Services and Assessment | 2,574 | 2,574 | 2,574 | |
Public Service Resourcing System (PSRS) | 7,200 | |||
Total Adjustments | (2,132) | 214 | - | 7,200 |
Total Planned Spending (Note 3) | 103,885 | 103,420 | 97,007 | 99,213 |
Less: Non-Respendable Revenue | - | - | ||
Plus: Cost of Services Received Without Charge | 16,957 | 15,311 | 14,965 | 14,790 |
Total PSC Spending | 120,842 | 118,731 | 111,972 | 114,003 |
Full-Time Equivalents | 949 | 1,015 | 1,002 | 1,014 |
Note 1: During 2006-2007 and 2007-2008, the PSC obtained authority to respend revenues from Assessment and Counselling Services and Products. This authority will be sought for 2008-2009 and beyond.
Note 2: The internal realignment figures include temporary reallocations to fund continued work on the Staffing and Assessment Services Transformation.
Note 3: The changes to the Total Planned Spending Figures from 2007-2008 to 2008-2009 are mainly attributable to the difference in yearly funding for the PSSMP, for which $4.9 million, including EBP, was reprofiled from 2006-2007 to 2007-2008.
2007-2008 ($ thousands) | |||||
GoC Strategic Outcome areas: Government Affairs: safeguarding and fostering the integrity and political neutrality of public servants through audits, reviews, and investigations in support of the government's public policy values of equity, transparency, and fairness for all. | |||||
Budgetary | |||||
---|---|---|---|---|---|
Program Activity | Operating | Respendable Revenue | Total Main Estimates | Adjustments (Planned Spending not in Main Estimates) ( Note 1) | Total Planned Spending |
Appointment Integrity and Political Neutrality |
18,580 | 18,580 | (1,529) | 17,051 | |
Oversight of Integrity of Staffing and Political Neutrality |
29,794 | 29,794 | (934) | 28,860 | |
Staffing Services and Assessment | 60,832 | (6,000) | 54,832 | 2,677 | 57,509 |
Total | 109,206 | (6,000) | 103,206 | 214 | 103,420 |
Note 1: The adjustment figures include temporary reallocations to fund continued work on the Staffing and Assessment Services Transformation.
Vote or Statutory Item | Truncated Vote or Statutory Wording | 2007-2008 Main Estimates | 2006-2007 Main Estimates |
---|---|---|---|
($ thousands) | |||
80 | Operating Program Expenditures | 90,032 | 92,949 |
(S) | Contributions to Employee Benefit Plans | 13,174 | 13,068 |
Total Voted and Statutory Items | 103,206 | 106,017 |
($ thousands) | 2007-2008 |
---|---|
Accommodation provided by Public Works and Government Services Canada | 9,473 |
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 | 5,018 |
Workers’ compensation coverage provided by Human Resources and Skills Development Canada | 121 |
Salary and associated expenditures of legal services provided by the Department of Justice Canada | 618 |
Audit services by the Office of the Auditor General | 81 |
Other | - |
Total 2007-2008 services received without charge | 15,311 |
Respendable Revenue (Note 1)
($ thousands) | Forecast Revenue 2006-2007 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
---|---|---|---|---|
Staffing Services and Assessment | ||||
Assessment and Counselling Services and Products (Note 2) | 6,256 | 6,000 | 6,000 | 6,000 |
Total Respendable Revenue | 6,256 | 6,000 | 6,000 | 6,000 |
Note 1: The PSC does not foresee receiving non-respendable revenues.
Note 2: During 2006-2007 and 2007-2008, the PSC obtained authority to respend revenues from Assessment and Counselling Services and Products. This authority will be sought for 2008-2009 and beyond.
2007-2008 | ||||
---|---|---|---|---|
($ thousands) | Appointment Integrity and Political Neutrality | Oversight of Integrity of Staffing and Political Neutrality | Staffing Services and Assessment | Total Planned Spending |
Policy | 10,692 | 2,664 | 327 | 13,683 |
Audit | 9,155 | 9,155 | ||
Investigations | 6,867 | 6,867 | ||
Staffing and Assessment Services | 41,921 | 41,921 | ||
Corporate Management | 6,139 | 9,821 | 14,732 | 30,692 |
Commissioners’ Office | 220 | 353 | 529 | 1,102 |
Total | 17,051 | 28,860 | 57,509 | 103,420 |
Internal Audits
The PSC has an established 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 Committee (IAC). The PSC posts all completed audits on its Web site at: http://www.psc-cfp.gc.ca/centres/internal_audits/index-eng.htm.
Recently, the PSC took steps to reinforce the independence of its internal audit function. In Particular, its Internal Audit Committee is now composed of independent, external members, and the Chief Audit Executive reports directly to the President.
For 2006-2007, the Committee had approved three audits: Human Resources Readiness; Readiness Assessment of Controls for Financial Statements’ External Audit; and Expenditure Management Controls (limited-scope audit). The first one is already posted on the Web site, and the two others are being prepared for posting. Management provided comprehensive action plans, which were included as part of the audit reports. Implementation of these action plans is proceeding well.
Some projects approved in the 2006-2007 Internal Audit Plan are not yet complete. Estimated completion dates of upcoming reports are: Public Service Resourcing System - Stream 1 (preliminary survey: winter 2007); Financial Reporting - Cyclical (spring 2007). Audits on both IT security and budgeting are in the planning phases and they will be conducted partly in 2007-2008.
Audits scheduled for start-up in 2007-2008 are the following: Regional Operations; Staffing Accountability Monitoring and Reporting; and Corporate Planning and Reporting. The 2007-2008 Internal Audit Plan will be scheduled for review and approval by the Committee in the spring of 2007, and reflect assessment of risk at that time.
Internal Evaluations
The PSC approved its Internal Evaluation Policy in 2004. This policy supports the generation of objective and evidenced-based information on the relevance, results and effectiveness of the PSC’s policies, programs and initiatives as a department under the Financial Administration Act. Focusing the internal evaluation function on the policies, programs and initiatives of the PSC as a department is intended to distinguish internal evaluation from the PSC’s external evaluation function where the human resources management practices, policies or initiatives of departments and agencies are evaluated as part of the PSC’s independent oversight role.
The PSC’s Internal Evaluation function was established in April 2005 within the Internal Audit and Evaluation Directorate. In April 2006, as a result of the Government’s new Internal Audit Policy (2005), the function was relocated within the PSC’s Corporate Planning, Reporting and Evaluation Directorate. The Internal Evaluation Policy is governed by the PSC’s Executive Management Committee (EMC) which is chaired by the President. EMC approves internal evaluation plans, reports and recommendations and monitors follow-up.
In July 2006, EMC approved the 2006-2007 Internal Evaluation Plan; a plan focused in the interim on helping managers to operate effectively in the new PSEA environment by supporting their efforts to plan, track and report on organizational performance. As well, the plan includes two evaluations that are linked to the PSC’s Corporate Risk Management Strategy. These evaluations are outlined in the table below.
Internal Evaluation | Evaluation Type | Status | Expected Completion Date | Electronic Link to Report |
---|---|---|---|---|
Public Service Recruitment System (PSRS: Stream 1) | Implementation evaluation of a service initiative (not a grant or contributions program) | In-progress | June 2007 | N/A |
Recruitment of Policy Leaders Program | Implementation evaluation of a service initiative (not a grants or contributions program) | In-progress | June 2007 | N/A |
Electronic Link to Internal Audit and Evaluation Plan: Not available at this time.
($ thousands) |
Current Estimated Total Cost |
Forecast Spending to March 31, 2007 |
Planned Spending |
Planned Spending |
Planned Spending |
Future Years Spending Requirement |
Staffing Services and Assessment |
|
|||||
Public Service Staffing Modernization Project (PSSMP) |
|
|
|
|
|
|
Interim Solution (PSRS) |
59,174 |
26,788 |
12,111 |
6,848 |
6,670 |
6,757 |
Longer Term Solution |
2,354 |
2,354 |
|
|
|
|
The Public Service Commission (PSC) faces significant risks and challenges in implementing a modernized staffing system. This table summarizes the risks and challenges emerging from both external and internal environments. The table includes an assessment of the extent of the risks and challenges, a description of the potential impacts, and the strategies and plans the PSC will adopt in response.
External Environment
Risks | Assessment | Impacts | Strategies |
---|---|---|---|
Lack of capacity in HR community |
|
Inability of HR specialists to offer hiring managers advice and guidance to the extent requiredContinuing significant demands for PSC guidance, support and training on the new PSEA and for PSC staffing and assessment servicesOpportunities for flexibility and innovation under new PSEA not realizedPotential to recreate old staffing systemHigh expectations for immediate improvements to the staffing system not fully realized |
|
Inadequate HR planning |
|
|
|
Insufficient merit protection and ineffective accountability |
|
|
|
Ineffective response to service needs of clients in new PSEA environment |
|
|
|
Internal Environment
Risks | Assessment | Impacts | Strategies |
---|---|---|---|
Delayed implementation of e-resourcing technology to re-engineer staffing and recruitment processes |
|
|
|
Inability to build sufficient capacity in critical new PSEA areas |
|
|
|
Inability to obtain appropriate funding and/or cost-recovery authorities |
|
|
|
Ineffective HR and succession planning and human resources strategies to meet resourcing needs of the PSC |
|
|
|
Maria Barrados
President
Telephone: 613-992-2788
Fax: 613-996-4337
maria.barrados@psc-cfp.gc.ca
Linda Gobeil
Senior Vice-President
Policy Branch
Telephone: 613-995-6135
Fax: 613-995-0221
linda.gobeil@psc-cfp.gc.ca
Mary Clennett
Vice-President
Audit Branch
Telephone: 613-992-5354
Fax: 613-995-6044
mary.clennett@psc-cfp.gc.ca
Yvette Mongeon
Vice-President
Investigations Branch
Telephone: 613-992-5418
Fax: 613-995-6985
yvette.mongeon@psc-cfp.gc.ca
Donald Lemaire
Vice-President
Staffing and Assessment Services Branch
Telephone: 613-992-0894
Fax: 613-992-9905
donald.lemaire@psc-cfp.gc.ca
Anne-Marie Robinson
Vice-President
Corporate Management Branch
Telephone: 613-992-2425
Fax: 613-992-7519
anne-marie.robinson@psc-cfp.gc.ca
Information on the Public Service Commission may be obtained at: http://www.psc-cfp.gc.ca/
Supplementary information on Planned Spending for the Public Service Staffing Modernization Project can be found at: http://www.tbs-sct.gc.ca/est-pre/20072008/p3a-eng.asp.