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Section I – Overview

President's Message 

I am pleased to present the 2006-2007 Departmental Performance Report (DPR) for the Public Service Commission (PSC) of Canada.

This DPR provides an overview of the PSC's progress towards the objectives specified in our 2006-2007 Report on Plans and Priorities (RPP).

To support our 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 – we identified four priorities in our RPP. They are:

• to fully implement the new Public Service Employment Act (PSEA) and solidify the PSC's independence;
• to provide recruitment and assessment services that respond to the needs of delegated managers and Canadians;
• to ensure proper oversight and accountability to Parliament; and
• to become a model organization in financial and human resources management.

We are pleased with the progress made over the past year in providing guidance, support and services to departments and agencies under the new PSEA, overseeing the integrity of the staffing system and improving our internal human resources and financial management. However, this was the first full year of operation under the new PSEA and ongoing effort will be needed to support the system modernization and strengthen our oversight.

Implementing the new Public Service Employment Act and solidifying the PSC's independence

To support initial implementation, the PSC has provided training, interpretation and advice to departments and agencies. We have streamlined regulations and policies, developed guides and tools and shared best practices. Guidance on the new political activity and political candidacy regime was provided to deputy heads and their employees.

As a transition measure, we have provided significant resources to our recruitment and assessment activities to support their key role in the implementation of the values-based regime envisioned in the legislation. We developed the Public Service Resourcing System (PSRS) to screen high volumes of applications and continued to modernize assessment instruments, including second language evaluation.

We have enhanced our capacity to conduct PSEA-mandated investigations and investigations into the political activities of public servants. The case load of investigations and appeals launched under the former PSEA is being completed.

We are still in the early stages of PSEA implementation. The frameworks and policies are in place, but continued effort and senior leadership is needed to ensure full implementation.

Ongoing implementation requires new ways of thinking and behaving in order to shift the emphasis from a rules to a values-based approach to appointments. Departmental human resources (HR) capacity and availability of effective supporting systems continue to be a concern with regard to full PSEA implementation.

Providing recruitment and assessment services that respond to the needs of delegated managers and Canadians

The PSC has made a significant investment in modernizing the services it offers to federal organizations and standardizing its service levels. Our Staffing and Assessment Services Branch has as its objectives the delivery of high quality services, programs and products that respect the PSEA, are tailored to the needs of departments, agencies, public servants and job-seekers and support the culture change needed for full implementation. In April 2007, we introduced a new area of selection policy that expands Canadians' access to public service jobs. Our PSRS, a Web-based screening tool, has helped manage the resulting increase in the volume of applications. To continue meeting the needs of departments and agencies, more investment is needed. We are facing funding issues and are currently exploring alternatives such as cost recovery. 

Ensuring proper oversight and accountability to Parliament

The PSC has responsibility for ensuring that the appointment authorities it delegates to deputy heads are exercised according to the spirit, values and principles of the PSEA. We have in place accountability and reporting mechanisms such as formal instruments of delegation, which provide us with information on how the system is functioning. This allows us to monitor and assess the performance of departments and agencies and to provide deputy heads with feedback to help them improve their staffing processes.

We have conducted more audits and studies of organizational and public service-wide issues, as well as investigations of possible staffing irregularities. Ongoing effort and investment is needed to continue building the PSC audit function.

We have developed a policy and regulatory regime governing the political activities of public servants that strives to balance the right of public servants to participate in political activities with the need to preserve the non-partisanship of the public service. Our experience with the addition of municipal elections shows that more effort will be required to communicate to deputy heads and public servants the requirements of the PSEA and the PSC.

Becoming a model organization in human and financial resources management

Over the reporting period, the PSC has taken steps toward establishing itself as a model organization through effective and rigorous management practices. We have continued to address our employees' concerns and needs during the governance and organizational transitions undertaken in order to meet our obligations under the PSEA. We have renewed our focus on HR planning. High level of turnover in the Personnel Administration Group (PE) continues to be a concern. Assuming the risks associated with managing a large technology project represents a significant challenge in the management of the Information Technology (IT) function. 

Improvement of our financial management practices was critical in establishing a culture of reallocation and maximizing the use of our resources. However, given our obligation to fund our oversight activities, we anticipate a funding shortfall next year for our recruitment and assessment services, which continue to be in strong demand due to the lack of HR capacity and supporting systems and tools in departments and agencies. We are exploring alternatives for new funding sources, including cost recovery.

Conclusion

In closing, I would like to recognize the contributions and accomplishments of PSC employees, who in their daily work are helping to maintain the PSC's 100-year tradition of protecting the integrity of Canada's public service.

Management Representation Statement

We submit for tabling in Parliament, the 2006–2007 Departmental Performance Report of 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 2006–2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat (TBS) guidance;
• It is based on the department's approved Strategic Outcome(s) and Program Activity Architecture that were approved by the TBS;
• It presents consistent, comprehensive, balanced and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

In meeting its reporting responsibility, PSC management has established and followed procedures and controls designed to provide reasonable assurance of the fairness and reliability of the performance information. While the PSC continues to improve its performance information, the information in this report is the best currently available and our management considers it reasonable for the purpose of preparing this report. Some of the information is based on management's best estimates and judgments, and any limitations to the quality of the data provided are disclosed in the report.

The PSC's Executive Management Committee oversees the preparation of the report, and approves it after receiving the advice of the PSC's Internal Audit Committee.

Ottawa, Canada
September 6, 2007

Summary Information

Mission, Vision and Values - Striving for excellence

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 provide 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:

• Integrity in our actions;
• Fairness in our decisions;
• Respect in our relationships; and
• Transparency in our communication.

Supporting the Government of Canada's Outcomes

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 2006-07 (http://www.tbs-sct.gc.ca/). The PSC is a key player in safeguarding and fostering the integrity of the staffing system and the political neutrality of the public service through monitoring, audits, studies, 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.

PSC's Results Chain

The following PSC Results Chain links what we deliver to our long-term results or strategic outcome.

Note 1: Includes $7,412 thousands related to Public Service Staffing Modernization Project and temporary funding of $3,925 thousands related to work on the Staffing and Assessment Services transformation.

Operating Environment

On behalf of Parliament, the PSC safeguards the integrity of staffing and the political neutrality of the public service. In this respect, the PSC works closely with government, but is independent from ministerial direction and is accountable to Parliament. This means that Parliament can depend on the PSC's assurances about the staffing system.

The PSC has the mandate to appoint, or provide for the appointment of, persons to or from within the public service. As it deems necessary it carries out staffing and assessment activities to support the system. This requires the PSC to understand and respond to the needs of human resources (HR) professionals and hiring managers.

Working with Departments and Agencies

Fiscal year 2006-2007 was the first full year of operation under the Public Service Employment Act (PSEA), which came into force on December 31, 2005. Ongoing implementation of this legislation has required new ways of thinking and working, both for the PSC and for departments and agencies.

The PSEA encourages the PSC to delegate its appointment authorities to deputy heads, who then delegate them to their managers. The intention is to give managers authority and tools to hire, manage and lead their employees in order to meet the needs of Canadians.

To benefit fully from this legislation, the federal public service must continue to transform its staffing and recruitment culture. Human resources officers, managers and senior executives must understand their new roles and the new opportunities they have to staff their organizations.

The PSC works in collaboration with the Canada Public Service Agency (formerly known as the Public Service Human Resources Management Agency of Canada) and the Canada School of Public Service to provide support and guidance to HR professionals and managers across the public service.

The PSC provides information sessions called 'SmartShops' to HR professionals who are required to provide advice and guidance to hiring managers and PSC employees who provide advice to their clients. In addition, the PSC is modernizing its staffing and assessment services to offer high quality services to departments and agencies tailored to their needs and in line with their new responsibilities under the PSEA.

Overseeing the Integrity of the System

The PSC oversees the way deputy heads exercise their delegated staffing authorities. The PSC ensures that departments respect and adhere to the values and principles in the legislation: Merit, non-partisanship, fairness, access, representativeness and transparency. Accountability mechanisms and oversight tools include monitoring, audits, studies, investigations and assessment of departmental staffing accountability reports. The PSC can impose specific restrictions and conditions on how departments and agencies exercise their delegated authorities. In exceptional cases, the PSC can withdraw those authorities.

The PSC also monitors whether the appointment system operates effectively overall, and safeguards the non-partisanship of the public service. In addition to providing feedback directly to deputy heads and to the Committee of Senior Officials (COSO), 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

A primary responsibility of the PSC is to safeguard the political impartiality of the public service. The PSC's Political Activities Regulations define the process for requesting permission and approving requests from public servants who wish to be candidates in federal, provincial, territorial and, under the new Act, municipal elections. The PSC may investigate allegations of improper political conduct by public servants. The PSC also provides a guide to employees' rights and obligations and a self-assessment tool.

Part 7 of the PSEA recognizes the need to balance the right of public servants to engage in political activities with the principle of an impartial public service. The new Act expanded the regime to include municipal elections. Experience over the past year indicates that sustained efforts are required to communicate the obligations of Part 7. The PSC also introduced new measures to monitor, assess and report on the performance of departments and agencies in helping to preserve the impartiality of the public service.

A Complex Environment

The PSEA's implementation requires new ways of thinking and behaving for both the PSC and for departments and agencies. Much work has been accomplished but we are still facing some challenges. Solid leadership and ongoing efforts to develop a culture of engaged hiring managers are needed for the public service to take full advantage of the Act.

The HR community continues to experience challenges under the new regime. In addition to the demographic trends facing the entire public service, it continues to lack sufficient capacity to provide services and support managers as they take on more responsibilities for staffing.

To address ongoing challenges in the areas of employment equity and planning for longer-term resourcing needs, departments and agencies must continue to take steps to integrate business and HR planning. Implementation of processes and systems to meet and comply with accountability requirements under the new Act is uneven. Management information systems need development. Many departments and agencies continue to require ongoing guidance and support to conduct their staffing activities.

The PSC also confronts its own challenges: meeting demands from clients for services; building capacities in key areas of its mandate; exploring funding alternatives for staffing and assessment services; introducing essential technology and strengthening management practices. The PSC is refocusing its day-to-day work from providing mandatory services and handling appeals under the former PSEA, to overseeing the integrity of the appointment system and providing optional services.

The PSC must fulfill its statutory obligations while fully supporting the government, particularly in a time of transition and public service renewal. In particular, the PSC is committed to contributing to the work of the Advisory Committee on the Public Service of Canada on matters related to the renewal of the public service, including recruitment and retention, HR policies and practices and branding the public service.

The next section explores in more detail our 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. They are detailed in the 2007-2008 PSC Report on Plans and Priorities (http://publiservice.tbs-sct.gc.ca/est-pre/estime.asp) and briefly described below.

First, the HR 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. The PSC continues to offer guidance and support to departments and agencies and is working with these partners to increase HR capacity over time.

A related issue is the slow progress of many departments and agencies to conduct effective HR planning. This weakens both corporate planning and the quality of staffing actions. The PSC promotes the benefits of planning and identifies 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 such problems and could undermine effective accountability. The PSC continues to communicate its expectations, work with departments and agencies to monitor adherence to the staffing values and improve and harmonize HR information systems across the public service.

If the PSC fails to bolster its own capacity in such areas as audit, investigations and services, it will have difficulty in fulfilling its statutory responsibilities. To address capacity issues, the PSC has initiated the implementation of a multi-year audit plan, completed the Investigations Branch reorganization, and initiated a program to recruit and train staff in critical areas. In order to meet its statutory responsibilities in relation to oversight, the PSC will reallocate $14.5M from its Staffing and Assessment Services in the next three years ($6M in 2008-2009, $4.2M in 2009-2010 and $4.3M in 2010-2011).

The PSC may not have sufficient resources to provide quality and timely staffing and assessment services and respond 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. To address this possibility, the PSC is implementing its new service vision and is acting to maintain support for e-resourcing technology in government.

As a transition measure, the PSC dedicated significant resources to its recruitment and assessment activities to support their key role in the implementation of the Act. However, given our obligation to fund our oversight activities, we anticipate a funding shortfall next year for our recruitment and assessment services, which continue to be in strong demand. We are looking for new funding sources, including cost recovery.

Finally, the PSC needs to strengthen its succession planning and HR strategies to face the possibility of a shortage of qualified personnel. To address this, the PSC is developing more rigorous, corporate HR planning processes and building staff capacity and competencies.

Summary of Performance in relation to PSC Strategic Outcome, Program Activities, Priorities and Commitments

The PSC has one strategic outcome:

A highly competent, non-partisan and representative public service, able to provide services in both official languages, in which appointments are based on the values of fairness, access, representativeness and transparency.

During the past year, the PSC used three program activities to accomplish this strategic outcome:

• 1.1.0 Appointment Integrity and Political Neutrality
• 1.2.0 Recruitment and Assessment Services
• 1.3.0 Corporate Services

They reflect the approved 2006-2007 PSC Program Activity Architecture (PAA). These three program activities have focused on and been organized around the four priorities identified in the PSC's 2006-2007 Report on Plans and Priorities.

Priority ($ thousands)	Program Activity	Performance Status
I. Fully implement the new PSEA and solidify the PSC's independence 2006-2007 Spending: Planned: $ 7,122 Total Budget Authorities: $ 7,506 Actual: $7,101	Appointment Integrity and Political Neutrality	In progress
II. Provide recruitment and assessment services that respond to the needs of delegated managers and Canadians 2006-2007 Spending: Planned: $ 63,275 Total Budget Authorities: $ 65,834 Actual: $ 58,521	Recruitment and Assessment Services	In progress
III. Ensure proper oversight and accountability to Parliament 2006-2007 Spending: Planned: $ 34,397 Total Budget Authorities: $ 34,480 Actual: $ 33,254	Appointment Integrity and Political Neutrality	In progress
IV. Become a model organization in human and financial resources management	All program activities	In progress

For the purposes of this report, Corporate Services activities are not reported on separately since they support all PSC priorities. Actual costs for Corporate Services have been allocated between Priorities I to IV. Highlights of Corporate Services' commitments and performance results for the past year are provided in Section II – Management Priorities.

• The financial information presented in Section II includes the allocation of corporate services' expenditures, in the amount of $33,563K for 2006-2007. These costs cover activities related to:
• the President and Commissioners' office ($975K);
• Corporate Secretariat ($996K);
• corporate initiatives ($328K);
• Finance, Administration, Corporate Planning and Evaluation ($8,139K);
• Human Resources Management ($5,052K);
• Information Technology ($12,715K);
• Communications and Parliamentary Affairs ($3,838K);
• Library Services ($755K);
• Legal services ($220K); and
• Internal Audit ($545K).

The basis of allocation of corporate services' costs is currently under review as we develop a new costing model for our cost-recovery activities.

PSC Financial Statements included under Section III have been prepared in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector, and year-end instructions issued by the Office of the Comptroller General. The unaudited supplementary information presented in the financial tables under Section IV is prepared on a modified cash basis of accounting in order to be consistent with appropriations-based reporting. Note three to the financial statements reflects the reconciliation of these two accounting methods. Reconciliation items are mainly attributable to amortization, severance pay and vacation leave accruals.

Performance Summary

The following provides a summary of the PSC's 2006-2007 performance by priority. A detailed discussion of performance by program activity and commitment is provided in Section II.

Priority 1: Fully implement the new PSEA and solidify the PSC's independence

The coming into force of the new Public Service Employment Act (PSEA) marked the beginning of a major transformation in how positions are staffed in the public service. The transformation has required a major cultural change and necessitated public service managers who have been delegated staffing authority, as well as the human resources (HR) specialists supporting them, to be fully engaged in the process of transformation. The PSC provided a framework for the new staffing system and has continued to make adjustments facilitating flexible and values-based staffing.

Much work has been done to implement the PSEA but continued effort and senior leadership are needed to ensure full implementation. We are at the early stages of transformation and departments and agencies continue to rely on the PSC's guidance and training. During 2006-2007, the PSC has continued to offer support and guidance to departments and agencies to help them understand and take full advantage of the new staffing flexibilities. We have provided information sessions and developed guides and tools pertinent to the new Act. The Appointment Framework Knowledge Test (AFKT) has been used to test the knowledge of HR professionals and helped ensure they are familiar with the appointment framework and can assist managers in assuming their new responsibilities. In 2006, the PSC expanded access to the AFKT to external service providers. The PSC has also developed a five year policy agenda to address outstanding matters related to PSEA implementation.

While the PSC has always played an important role in protecting the impartiality of the public service, its responsibilities increased under the new PSEA. In 2006-2007, the PSC developed an approach to monitoring that will help guide the PSC on actions required to ensure a neutral public service. The new political activities regime also expanded the PSC's responsibilities to include municipal elections, considerably increasing the number of candidacy requests. The PSC provided guidance to identify and mitigate risks to political impartiality.

To better fulfill our obligations, the PSC must not only be seen to be independent, but must also function in the most independent manner possible. While we have been proactive in our actions to solidify our independence and clarify our standing as a unique, independent agency, more steps are possible. We have continued to strengthen our external and parliamentary communications to help parliamentarians understand the PSC's role and mandate and engage them in discussing staffing issues.

Priority 2: Provide recruitment and assessment services that respond to the needs of delegated managers and Canadians

The PSC has focused on modernizing its recruitment and assessment programs and standardizing its service levels to ensure the highest quality of service across Canada. The PSC has continued to take a lead role in ensuring Canadians, departments and agencies and public servants benefit from a full range of quality staffing services that respect key values and make the public service an employer of choice. The PSC's Staffing and Assessment Services Branch (SASB) tailors these services to attract talented recruits from across the country. SASB's services include recruitment, staffing, executive resourcing and assessment.

Most of the services provided by the PSC are now optional and complement those available within federal organizations. However, even with broad delegation of staffing authorities, departments and agencies continue to rely on a centralized source of staffing services. Not all departments and agencies have established sufficient internal capacity to provide the full range of staffing services.

During 2006-2007, the PSC continued work initiated in 2005-2006 on a comprehensive four-year business transformation project designed to assist us in adapting to the changes introduced by the new Public Service Employment Act (PSEA). This included examining ways to provide services through cost recovery mechanisms. The PSC will continue to offer quality services while implementing the changes required. It will also increase PSC's capacity in areas such as recruitment, research and analysis. Through transformation of its staffing and assessment services, the PSC's goal is to create a broad range of services that will support the four components of a well-functioning recruitment and staffing system:

• understanding hiring needs;
• branding and marketing;
• attracting talent; and
• enhancing processes.

The PSC aims to provide integrated, state-of-the-art recruitment and staffing services to federal organizations and job-seekers. The PSC has invested in systems and services to make the recruitment experience as efficient and effective as possible from both the job-seeker and departmental perspectives. For example, the PSC provides applicants with a single Web portal, at www.jobs.gc.ca, for all external recruitment. The common portal and enhancements made to our e-resourcing technology to manage increasing volumes of job applications has helped us make significant progress towards implementation of the National Area of Selection (NAoS) policy, thereby ensuring that all Canadians have access to public service job opportunities. By December 2007, the PSC expects that all jobs open to the public will use NAoS.

As well, the PSC is enhancing assessment tools through the development of e-testing programs across Canada, and modernization of its second language evaluation tools. As part of its Public Service Staffing Modernization Project, the PSC is improving the Public Service Resourcing System. This on-line application and screening tool facilitates external recruitment. In 2007-2008, the PSC will continue to focus on determining the requirements for a comprehensive, integrated and long term e-solution to support staffing and recruitment.

Priority 3: Ensure proper oversight and accountability to Parliament

Under the new Act, the PSC has the responsibility for overseeing and ensuring that staffing respects key public service values. Over the planning period, we have continued strengthening our oversight function in a variety of ways, including the introduction of stronger accountability requirements pursuant to the PSEA and more proactive use of monitoring, audit and investigation tools to detect problems early and take appropriate corrective measures.

More specifically, the PSC's Staffing Management Accountability Framework has proved an effective tool to assess the overall effectiveness of the staffing system and ensure deputy heads have exercised their delegated authorities in adherence to public service values. Our monitoring and assessment of departmental staffing performance provided valuable and timely feedback to deputy heads, enabling them to take timely corrective actions, as required, to improve their appointment processes. It also supported building their experience in managing staffing under the new Act.

In 2006-2007, the PSC continued to build its audit capacity through staffing, enhanced audit methodology, professional practices and risk-based audit planning. We produced five audit reports which focused on public service-wide issues such as executive acting appointments and the staffing activities of individual organizations. Work also progressed on development of an evaluation framework to assist in the identification of issues to be addressed during the five-year review of the new PSEA.

While still conducting appeals and investigations under the former PSEA, the PSC also implemented a new operational framework and process for investigations under the current PSEA. The PSC provided expert advice to help departments and agencies develop their own internal, values-based approaches to resolve staffing-related complaints early and informally. We have continued to make our investigation services available to deputy heads upon request.

Priority 4: Become a model organization in human and financial resources management

The PSC is committed to building a model organization through effective management practices and stewardship of its financial and human resources.

In 2006-2007, the PSC was proactive in implementing improvements to its budgeting and HR management and planning processes and practices, beginning with the preparation of audited financial statements and the introduction of independent outside members on the Internal Audit Committee. Our success at improving internal management practices has been noted in the PSC's 2006-2007 Management Accountability Framework (MAF) Self-Assessment, completed in March 2007. Results of our self-assessment report are in line with Treasury Board Secretariat's MAF assessment and will be used to formulate a management action plan to address areas requiring additional attention.

During 2006-2007, the PSC looked at ways to increase operational efficiencies. Redesign of our resource allocation process, particularly the use of zero based budgeting and risk management analysis has provided us the needed information and flexibility to internally reallocate resources effectively and efficiently to address priority needs.

With the renewed emphasis on HR planning, work has begun to implement measures to proactively manage corporate succession challenges, including talent management, knowledge retention and measures to build organizational audit capacity. The PSC has introduced many initiatives and tools to assist the organization to adapt to and take advantage of new flexibilities offered by the new PSEA. For example, mandatory training for managers and staff has been essential to ensure we possess the expertise required to support our client departments and agencies as well as ourselves in the transition from the old to the new PSEA. While there were some areas of overlap between the old and new PSEA during 2006-2007, particularly in the area of appeals, we have been successful in maintaining the required internal capacity.

In 2006-2007, the PSC has strived to establish itself as a model employer, and has adhered to best practices in HR management. We have continuously placed a high value on recognizing and responding to the needs and concerns of our employees as we transformed PSC governance and organizational structures to best meet our obligations under the new PSEA.

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