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The original version was signed by
Christine Miles
Deputy Executive Director Public Appointments Commission Secretariat
Section I: Departmental Overview
Raison d’être
Responsibilities
Strategic Outcome and Program Activity
Summary of Performance
Departmental Priorities/Contribution to Strategic Outcome
Risk Analysis
Expenditure Profile
Section II: Analysis of Program Activity by Strategic Outcome
Performance Analysis of Priorities
Lessons Learned
Section III: Supplementary Information
Financial Highlights
Travel Policies
Section IV: Other Items of Interest
The mandate of the Public Appointments Commission is to oversee and report on the selection process for Governor-in-Council appointments, in agencies, boards, commissions and Crown corporations. To achieve efficiency in the public sector, there is a need for the federal government to provide greater certainty and consistency in appointment policies and in the process and standards that are followed.
The Public Appointments Commission Secretariat’s role is to provide advice and support respecting the development of the Public Appointments Commission, and once the Commission is established, to assist it in developing and implementing policies and procedures and partnerships necessary to successfully carry out its mandate.
The Public Appointments Commission Secretariat was created by Order-in-Council on April 21, 2006. The Commission, once established, and its Secretariat are within the portfolio of the Prime Minister, reflecting the prerogative of the Prime Minister with respect to Governor-in- Council appointments.
The Secretariat’s main responsibility is to lay the groundwork for the establishment of the Public Appointments Commission which is provided for in the Federal Accountability Act, and once established, to provide ongoing support. Specifically, the Secretariat will: advise the Commission on the development of a Code of Practice and associated guidance governing the selection process for Governor-in-Council appointments to agencies, boards, commissions and Crown corporations; provide advice and support on implementing the Code of Practice; provide advice and support to the Commission in carrying out the mandate to conduct audits on compliance with the Code of Practice; andprovide advice and support to the Commission on the preparation of an annual report to the Prime Minister, and through the Prime Minister, to Parliament.
The Public Appointments Commission has one Strategic Outcome, as described below, which in turn, is supported by one Program Activity.
Strategic Outcome: To ensure fair and competency-based processes are in place for the recruitment and selection of qualified individuals for Governor-in-Council appointments across agencies, boards, commissions and Crown corporations.
Program Activity: Oversight of Governor-in-Council appointments.
Planned Spending | Total Authorities | Actual Spending |
---|---|---|
1,067 | 1,036 | 347 |
Planned | Actual | Difference |
---|---|---|
4 | 1 | 3 |
During the year 2008-09, the Public Appointments Commission Secretariat had a small team of two, a Deputy Executive Director on assignment and an Administrative Assistant, on contract.1
Program Activity | 2007-08 Actual Spending |
2008-09 | Alignment to Government of Canada Outcomes | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
Oversight of Governor- in- Council appointments | 113 | 1,067 | 1,067 | 1,036 | 347 | The Program Activity is aligned with all Government of Canada outcomes |
Total Spending | 113 | 1,067 | 1,067 | 1,036 | 347 | |
Full-time Equivalents | 1 | 4 | 4 | 4 | 1 |
Name |
Type |
Performance Status |
---|---|---|
1. Support the Commission |
Ongoing |
Successful completion requires establishment of Commission |
2. Build the Organization |
Ongoing |
Successful completion requires establishment of Commission |
3. Develop the Code of Practice |
Ongoing |
Successful completion requires establishment of Commission |
4. Monitor, Audit and Report |
Ongoing |
Successful completion requires establishment of Commission |
Once the Commission is established, the Secretariat will provide policy and operational support to the chair and any members appointed.
In order to support the Commission once established, the Secretariat is implementing the plans for its organizational structure including fulfilling planning and reporting obligations under Section 1.1 of the Financial Administration Act.
The Secretariat’s work focuses on researching best practices, conducting literature reviews, consulting with federal departments, agencies, boards, commissions and Crown corporations and with other levels of government in Canada and abroad to develop, for the early consideration of the Commission, a Code of Practice and associated guidance for selection processes regarding Governor-in-Council appointments.
The Federal Accountability Act requires the Commission to provide advice and to monitor the application of the Code of Practice, and to provide the Prime Minister with an annual report for tabling in both Houses of Parliament.
As the Commission was not established/operational for this time period, the Secretariat’s work was completed in “draft,” that is, subject to the approval of the Commission once established, and there was no permanent staffing of the Secretariat.
The Secretariat was established by Order-in-Council in April 2006, and was headed at that time by an Executive Director as its Deputy Head.
The total planned spending will only be required once the Commission is fully operational.
Vote # or Statutory Item (S) | Truncated Vote or Statutory Wording | 2006-07 Actual Spending |
2007-08 Actual Spending |
2008-09 Main Estimates |
2008-09 Actual Spending |
---|---|---|---|---|---|
25 | Program expenditures | 578 | 103 | 945 | 303 |
(S) | Contributions to employee benefit plans | 54 | 10 | 122 | 44 |
Total | 633 | 113 | 1,067 | 347 |
As the Commission is not yet established, the Secretariat’s work program included the development of policy and operational documents for consideration by the Commission once established. The policy development work included options for a Code of Practice and associated guidance (see Priority 3). Operational materials developed by the Secretariat included governance guidance, including an internal code of conduct, and communications materials. This included detailed documentation of the roles and responsibilities of the Commission with comparisons to other domestic and international government bodies with appointment responsibilities, draft speeches and outreach materials, brochure, leaflets and other media materials, and the development of a website to be launched once the Commission is established.
The administrative and financial foundation for the Public Appointments Commission and its Secretariat is largely complete. The Treasury Board of Canada has approved both the Program Activity Architecture and funding for the Commission and the Secretariat, and a draft management accountability framework which will need final approval by the Commission once established and operational.
Treasury Board approved resources are deemed sufficient for a Commission (part time member(s)), a core Secretariat, and an annual contract, via government tendering processes, to secure external auditors to assess compliance to the Commission’s policies and procedures.
It is worth noting that the current status of the Commission’s Secretariat as a distinct departmental authority carries with it a large reporting requirement to central agencies which, in the absence of formal partnerships, might necessitate the hiring of additional resources once the Commission is fully operational.
To continue to provide for a small Secretariat (3 to 4) once the Commission is operational, the Privy Council Office has worked with the Secretariat to develop and implement a Memorandum of Understanding (MOU) that governs the provision of corporate services to the Secretariat, primarily on a cost recovery basis. The costing of the MOU is now fully reflected in all of the Secretariat’s financial reporting.
In the absence of a Deputy Head, there is currently no delegated authority to staff the Secretariat on a permanent basis.
To prepare for the appointment of an Executive Director (as Deputy Head), a draft Departmental Staffing Accountability Report has been prepared for the direction and guidance of the eventual Commission and the Deputy Head of its Secretariat. It calls for responsibility for all staffing actions to remain in the hands of the Deputy Head, and for PCO Corporate Services to provide advice on a wide range of human resource staffing strategies (e.g., developing mandatory staffing policies and identifying and managing staffing risks) and associated services.
Additionally, a draft Management Resources and Results Structure Policy (MRRS) has been prepared with the assistance of the Treasury Board Secretariat. This outlines proposed performance indicators to measure the expected outcomes of the Commission and its Secretariat, once fully established and operational. Performance indicators will need to focus on base compliance to the Code of Practice, evidence of consistent and quality selection processes, internal cultural support for governance reforms in appointment processes, and increased public awareness and support for the appointment system.The Secretariat has developed options for a Code of Practice which will be the primary document the Commission will need to review, adopt, and publish to fulfill its mandate within the shortest timeframe.
The Code of Practice will be the definitive document for public organizations under the Commission’s jurisdiction, but could be supplemented by procedures developed and tailored by individual agencies.
The Secretariat’s consultative work and ongoing work programs, including research into procedures and best practices of similar domestic and international accountability bodies, have indicated widespread agreement on the fundamental directions for the range of options developed for the Code of Practice. There is a strong consensus for a Code of Practice that builds on the strengths and recent reforms of the current system, and still maintains the well established tradition of Ministerial responsibility, specifically:
A draft Management Resources and Results Structure Policy (MRRS) has been prepared with the assistance of the Treasury Board Secretariat with respect to performance indicators, to measure the expected outcomes of the Commission and its Secretariat, once fully established and operational. Performance indicators will need to focus on base compliance to the Code of Practice, evidence of consistent and quality selection processes, internal cultural support for governance reforms in appointment processes, and increased public awareness and support for the appointment system in general. It is important to note that the Secretariat will be subject to internal audits, under the supervision of the PCO, as set out in the Memorandum of Agreement.
The Governor-in-Council appointment system is well developed. As noted by the Auditor General in her recent reports, there has been much progress in recent years in improving the system. This includes: the creation of a centralized website to publicize Governor-in-Council vacancies; the issuance of guidance documents to support officials assisting in this process; the efforts to encourage responsible Ministers and their officials to plan for more timely appointments and reappointments and announcements of successful candidates; the development of formalized job and role specifications, selection processes to assess candidate and performance assessment systems; and the development of orientation for new appointees and access to ongoing training. Additionally, there is much evidence of best practices across all categories of federal entities with Governor-in-Council appointments.
However, the Auditor General and others critics have noted room for improvements, primarily focusing on the need to provide for more consistent practices across federal organizations, ensuring greater transparency and openness, and providing for more focus and energy on strategic planning to ensure both quality outcomes and reduce the number of vacancies and the period of time to fill them.
The Commission’s mandate as set out in its founding legislation will not extend to involvement in specific appointments and therefore the Commission will not be commenting on the quality of individual appointments. Experience has suggested that this will likely continue to cause much confusion, requiring the Commission at the outset to be pro-active in explaining its role and value added.
While awaiting the creation of the Commission, the Secretariat will need to ensure that its research and work efforts inform and contribute to the ongoing efforts lead by the PCO to improve appointment systems. This will be the main focus of the Secretariat’s program activities for the next reporting period.
Condensed Statement of
Financial Position At End of Year (March 31, 2009) |
% Change | 2009 | 2008 |
---|---|---|---|
Assets | |||
Total Assets | -50% | 60 | 119 |
Total | -50% | 60 | 119 |
Liabilities | |||
Total Liabilities | 547% |
110 | 17 |
Equity | |||
Total Equity | -51% | (50) | (102) |
Total | -50% | 60 | 119 |
Condensed Statement of
Operations At End of Year (March 31, 2009) |
% Change | 2009 | 2008 |
---|---|---|---|
Expenses | |||
Total Expenses | 874% | 497 | 51 |
Net Cost of Operations | 874% | 497 | 51 |
Total net cost of operation was $497 thousand at the end of the 2009, an increase of $446 thousand over the previous year (874%). The increased is explained by the fact that there were no personnel to pursue the activities of the PACS from the period of April upon to October 2007. The Public Appointments Commission Secretariat was created by Order in Council on April 21, 2006.
The Public Appointments Commission Secretariat follows the Treasury Board of Canada Special Travel Authorities.
The Public Appointments Commission Secretariat follows the Treasury Board of Canada Travel Directive, Rates and Allowances.
Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2009 and all information contained in these statements rests with departmental management. These financial statements have been prepared by management in accordance with Treasury Board accounting policies, which are consistent with Canadian generally accepted accounting principles for the public sector.
Management is responsible for the integrity and objectivity of the information in these financial statements. Some of the information in the financial statements is based on management’s best estimates and judgment and gives due consideration to materiality. To fulfill its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of the Public Appointments Commission Secretariat’s financial transactions. Financial information submitted to the Public Accounts of Canada and included in the Public Appointments Commission Secretariat’s Departmental Performance Report is consistent with these financial statements.
Management maintains a system of financial management and internal control designed to provide reasonable assurance that financial information is reliable; that assets are safeguarded; and that transactions are in accordance with the Financial Administration Act, are executed in accordance with prescribed regulations, within Parliamentary authorities, and are properly recorded to maintain accountability of government funds. Management also seeks to ensure the objectivity and integrity of data in its financial statements by careful selection, training and development of qualified staff, by organizational arrangements that provide appropriate divisions of responsibility, and by communication programs aimed at ensuring that regulations, policies, standards and managerial authorities are understood throughout the Public Appointments Commission Secretariat.
The financial statements of the Public Appointments Commission Secretariat have not been audited.
The paper version was signed by
Christine Miles
Deputy Executive Director
Ottawa, Ontario
August 07, 2009
for the year ended March 31, 2009
Expenses | 2009 | 2008 |
---|---|---|
(in thousands of dollars) | ||
Salaries and employee benefits | 271 | 69 |
Accommodation (Note 7) | 94 | 39 |
Professional and special services | 79 | 21 |
Employee severance benefits (Note 5) | 39 | (82) |
Repairs and maintenance | 5 | - |
Rental | 4 | 4 |
Utilities, materials and equipment | 2 | - |
Other expenses | 2 | - |
Transportation and telecommunication | 1 | - |
Net Cost of Operations | 497 | 51 |
The accompanying notes form an integral part of these financial statements.
Assets | 2009 | 2008 |
---|---|---|
(in thousands of dollars) | ||
Financial assets | ||
Accounts receivable from other federal government departments and agencies | 60 | 119 |
Total financial assets | 60 | 119 |
Liabilities and Equity of Canada | ||
---|---|---|
Liabilities | ||
Accounts payable and accrued liabilities (note 4) | 71 | 17 |
Employee severance benefits (Note 5) | 39 | - |
Total liabilities | 110 | 17 |
Equity of Canada | (50) | 102 |
Total | 60 | 119 |
Contractual obligations (Note 6)
The accompanying notes form an integral part of these financial statements.
at March 31, 2009
2009 | 2008 | |
---|---|---|
(in thousands of dollars) | ||
Equity of Canada, beginning of year | 102 | (161) |
Net cost of operations | (497) | (51) |
Services provided without charge by other government departments (Note 7) | 111 | 45 |
Current year appropriations used (Note 3) | 347 | 113 |
Change in net position in the Consolidated Revenue Fund (Note 3c) | (113) | 156 |
Equity of Canada, end of year | (50) | 102 |
The accompanying notes form an integral part of these financial statements.
for the year ended March 31, 2009
2009 | 2008 | |
(in thousands of dollars) | ||
Operating Activities | ||
---|---|---|
Net cost of operations | 497 | 51 |
Non-cash items | ||
Services provided without charge by other government departments (Note 7) | (111) | (45) |
Variation in Statement of Financial Position | ||
Increase in accounts receivable | (59) | 119 |
(Increase) decrease in liabilities: | ||
Accounts payable (Note 4) | (54) | 37 |
Vacation pay and compensatory leave | - | 25 |
Employee severance benefits | (39) | 82 |
(152) | 263 | |
Cash used by operating activities | 234 | 269 |
Net cash provided by Government of Canada | 234 | 269 |
The accompanying notes form an integral part of these financial statements.
for the year ended March 31, 2009
The Public Appointments Commission Secretariat was established by Order in Council number PC 2006-0228, on April 21, 2006. The Secretariat was created to prepare the ground for the establishment of the Public Appointments Commission, and once established, to provide ongoing support. The mandate of the Commission and its Secretariat is described in the Federal Accountability Act.
The Commission and its Secretariat are within the portfolio of the Prime Minister, reflecting the prerogative of the Prime Minister with respect to Governor-in-Council appointments.
The financial statements have been prepared in accordance with Treasury Board accounting policies, which are consistent with Canadian generally accepted accounting principles for the public sector. Significant accounting policies are as follows:
The Public Appointments Commission Secretariat receives most of its funding through annual Parliamentary appropriations. Items recognized in the statement of operations and the statement of financial position in one year may be funded through Parliamentary appropriations in prior, current or future years. Accordingly, the Public Appointments Commission Secretariat has different net results of operations for the year on a government funding basis than on an accrual accounting basis. The differences are reconciled in the following tables:
a) Reconciliation of net cost of operations to current year appropriations used:2009 | 2008 | ||
---|---|---|---|
(in thousands of dollars) | |||
Net cost of operations | 497 | 51 | |
Adjustments for items affecting net cost of operations but not affecting appropriations: | |||
Add (Less): | |||
Services provided without charge by other government departments (Note 7) | (111) | (45) | |
Vacation pay and compensatory leave | - | 25 | |
Employee severance benefits | (39) | 82 | |
Current year appropriations used | 347 | 113 |
2009 | 2008 | ||
---|---|---|---|
(in thousands of dollars) | |||
Vote - Operating expenditures | 992 | 945 | |
Statutory amounts | 44 | 10 | |
Less: | |||
Lapsed appropriations: Operating | (689) | (842) | |
Current year appropriations used | 347 | 113 |
2009 | 2008 | ||
(in thousands of dollars) | |||
Net cash provided by government | 234 | 269 | |
Change in net position in the Consolidated Revenue Fund | |||
Variation in accounts receivable | 59 | (119) | |
Variation in accounts payable | 54 | (37) | |
113 | (156) | ||
Current year appropriations used | 347 | 113 |
The following table presents details of accounts payable:
2009 | 2008 | ||
(in thousands of dollars) | |||
Payables to external parties | 7 | - | |
Payables to other federal government departments and agencies | 64 | 17 | |
Total | 71 | 17 |
Both the employees and the Public Appointments Commission Secretariat contribute to the cost of the Public Service Pension Plan. The 2008-09 expense amounts to $ 39 789 ($9,333 in 2007-08) which represents approximately 2.0 (2.1 in 2007-08) the contributions by employee.
The Public Appointments Commission Secretariat responsibility with regard to the plan is limited to its contributions. Actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the plan’s sponsor.2009 | 2008 | ||
---|---|---|---|
(in thousands of dollars) | |||
Accrued benefits obligation, beginning of year | - | 82 | |
Expense for the year | 39 | (82) | |
Benefit paid during the year | - | - | |
Accrued benefit obligation, end of year | 39 | - |
The nature of the Public Appointments Commission Secretariat’s activities can result in large multi-year contracts and obligations whereby the Department will be obligated to make future payments when the services/goods are received. Significant contractual obligations that can be reasonably estimated are summarized as follows:
(in thousands of dollars) | 2010 | 2011 | 2012 | 2013 | 2014 and thereafter | Total |
Rental | 6 | 6 | 6 | 8 | - | 26 |
The Public Appointments Commission Secretariat is related as a result of common ownership to all Government of Canada departments, agencies and Crown corporations. The Public Appointments Commission Secretariat enters into transactions with these entities in the normal course of business and on normal trade terms.
Services provided without charge: During the year, the Public Appointments Commission Secretariat received, without charge from other government departments, accommodation and the employer’s contribution to the health and dental insurance plans. These services without charge have been recognized in the Public Appointments Commission Secretariat’s Statement of Operations as follows:
2009 | 2008 | ||
---|---|---|---|
(in thousands of dollars) | |||
Accommodation | 94 | 39 | |
Employer’s contribution to the health and dental insurance plans | 17 | 6 | |
Total | 111 | 45 |
The Government has structured some of its administrative activities for efficiency and cost-effectiveness purposes so that one department performs these on behalf of all without charge. The costs of these services, which include payroll and cheque issuance services provided by Public Works and Government Services Canada are not included as an expense in the Public Appointments Commission Secretariat’s Statement of Operations.
Comparative figures have been reclassified to conform to the current year’s presentation.