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President's Message

I am pleased to present the 2008-2009 Departmental Performance Report (DPR) of the Public Service Commission (PSC) of Canada.  This report provides an overview of the PSC's progress on the objectives specified in our 2008-2009 Report on Plans and Priorities.

The PSC is an independent agency reporting to Parliament and whose legacy of 100 years of continuous protection of merit and non‑partisanship in the public service was celebrated throughout 2008-2009.

Our 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 access, fairness, transparency and representativeness.
In support of that outcome, the PSC identified five priorities for 2008-2009:

• to fully implement the Public Service Employment Act;
• to provide independent oversight and assurance to Parliament on the integrity of the staffing system and the non-partisanship of the federal public service;
• to enable organizations to manage their delegated responsibilities;
• to provide integrated and modernized staffing and assessment services; and
• to build on the model organization.

This report highlights our key accomplishments over the last year and identifies some of the areas that continue to be of concern. Our continued contribution to the objectives of public service renewal was among our key accomplishments in 2008-2009. Another was our participation in a strategic horizontal review of six central human resources agencies, which reaffirmed the PSC's role as guardian of merit and non‑partisanship in the federal public service. We also initiated an independent review of our oversight activities, expanded our national area of selection policy to provide greater opportunities for Canadians, regardless of where they live or work, to apply for externally advertised jobs and we modernized our test services. The PSC also continued its discussion with Parliament as part of our work on important issues such as our audit of Executive appointments and our study on mobility in the public service.

The PSC is committed to working with federal organizations and sustaining the progress made in achieving the benefits of modernized staffing and recruitment in the federal public service. All PSC functions, including policy, oversight and services are critical in this regard, and I would like to recognize the dedication and contribution of all of our employees in helping the PSC fulfill its important mandate.

As part of a more streamlined approach to reporting, this year's DPR covers the most crucial aspects of the PSC's performance over the past year. Detailed information is available on the PSC's Web site at http://www.psc-cfp.gc.ca in the publications section.

Section I – Public Service Commission overview

Raison d'être and responsibilities

Raison d'être

The Public Service Commission (PSC) is dedicated to building a public service that strives for excellence. We protect merit, non-partisanship and the use of both official languages while ensuring respect of the values of access, fairness, transparency and representativeness.

We recruit talented Canadians from across the country to the public service. We continually renew our recruitment services to meet the needs of a modern and innovative public service

Responsibilities

On behalf of Parliament, the PSC safeguards the integrity of staffing and the non-partisan nature of the public service. In this respect, the PSC works closely with government but is independent from ministerial direction and is accountable to Parliament.

The PSC's mandate is threefold:

First, the PSC is mandated to administer provisions of the Public Service Employment Act (PSEA) related to the political activities of employees and deputy heads.

Second, the PSC is mandated to oversee the integrity of the staffing system and ensure non-partisanship. This oversight role includes maintaining and interpreting data on the public service, carrying out audits that provide assurance and making recommendations for improvements and conducting investigations that can lead to corrective action in the case of errors or problems.

Third, the PSC is mandated to appoint, or provide for the appointment of, persons to or from within the public service. This has been delegated to departments and agencies. The PSC provides staffing and assessment functions and services to support staffing in the public service.

Public Service Commission's strategic outcome and Program Activity Architecture

The Public Service Commission's (PSC) Program Activity Architecture consists of one strategic outcome and four program activities.

1.1.0 Appointment Integrity and Political Neutrality	1.1.1 Policy, Regulation, and Exclusion Approval Orders and Guides 1.1.2 Delegated Appointment Authorities 1.1.3 Non-delegated Authorities 1.1.4 Political Activities (Note 1)
1.2.0 Oversight of Integrity of Staffing and Political Neutrality	1.2.1 Monitoring 1.2.2 Audits, Studies and Evaluations 1.2.3 Investigations and Early Intervention Mechanisms
1.3.0 Staffing Services and Assessment	1.3.1 Staffing Services 1.3.2 Assessment
2.1.0 Internal Services	These services contribute to all program activities

Note 1: In the 2008-2009 Report on Plans and Priorities, 1.1.4 Political Activities was included with 1.1.1, 1.1.3 and 1.2.1.

Information, by sub-activity, can be found on the publications section of the PSC's Web site at http://www.psc-cfp.gc.ca.

Performance Summary

Financial and human resources

2008-2009 Financial Resources ($ thousands)

Planned Spending	Total Authorities*	Actual Spending
99,610	111,806	106,285

*Note: The increase in the Total Authorities from Planned Spending of $12,197 thousand is mainly due to the operating budget carry forward from the previous fiscal year, as well as from pay and compensation adjustments. 

2008-2009 Human Resources (FTEs)

Planned	Actual	Difference
1,030	1,009	21

Variance explanations

In 2008-2009, PSC expenditures were $106,285 thousand against authorities of $111,806 thousand. The under-expenditure is mainly due to delays in staffing, delays in the implementation of some projects and changes in program responsibility. The PSC is planning to carry forward to 2009-2010 the maximum permitted amount of $4,917 thousand, representing 5% of its total spending authorities in the Main Estimates.

Performance summary table

The following is a summary of expected results and financial resources associated with each program activity that contributes to the achievement of the PSC's strategic outcome. The performance status of each expected result is indicated below.  On the whole, the PSC achieved the results it planned in 2008-2009.

Strategic Outcome: 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  access, fairness, transparency, and representativeness.

Alignment to Government of Canada Outcomes: Government Affairs - Safeguarding and fostering the integrity and political neutrality of public servants

Program Activity Information by program activity is outlined in Section II.	2007-08 Actual Spending ($ thousands)	2008-09				Expected Result	Performance Status
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
1.1.0 Appointment Integrity and Political Neutrality	16, 993	19,334	16,977	20,753	17,047	Recruitment strategies and staffing practices, consistent with the Public Service Employment Act (PSEA) and PSC strategic outcome, are implemented across the public service	Mostly met
1.2.0 Oversight of Integrity of Staffing and Political Neutrality	28,490	34,211	36,106	37,068	33,071	Organizations have implemented PSC monitoring and audit recommenda- tions and corrective action as a result of investigations that contribute to safeguarding the integrity of staffing and political neutrality Enhanced risk-based oversight of the integrity of public service staffing	Mostly Met
1.3.0 Staffing Services and Assessment	57, 398	43,083	46,527	53,985	56,167	Staffing and assessment services and products meet the business needs of clients and are consistent with the PSEA and the PSC's strategic outcome	Mostly met
Total	102,881	96,628	99,610	111,806	106,285
Less: Non-respendable revenues	1,385	n/a	1,900	n/a	1,471
Plus: Cost of services received without charge	16,479	n/a	17,351	n/a	18,056
Total PSC Spending	117,975	n/a	115,061	n/a	122,870
Full-time Equivalents	102,881	n/a	1,030	n/a	1,009

*Note: Total Authorities represent the PSC internal budget allocations.

Contribution of priorities to the Public Service Commission's strategic outcome

The PSC has made significant progress in achieving its strategic outcome and meeting the five priorities identified in the 2008-2009 Report on Plans and Priorities.

Operational Priorities:

Operational Priority I	Type	Linkages to Program Activity	Performance Status
Fully implement the PSEA	Previously committed	1.1.0 Appointment Integrity and Political Neutrality	Mostly Met
The Public Service Employment Act (PSEA) and the PSC Appointment Framework (AF) came into force on December 31, 2005 enabling departments and agencies to customize their staffing programs and processes to address their own situations and needs. After more than three years under the new legislation, the PSC found evidence that departments had continued to make progress in implementing the PSEA. Further, the PSC started to see examples of strong management performance. In particular, there was significant progress in the number of organizations having acceptable integrated human resources (HR) and business planning and there was a significant increase in organizations assessed as acceptable with respect to their organizational HR resources support systems.  Performance with respect to managerial accountability for results suggests that, in this area, there still remains significant opportunity for improvement. The PSC concluded in 2008-09 that the core values of merit and non-partisanship are generally being respected across the public service.  However, the PSC also found signs that the integrity of the appointment system may be being undermined by the cumulative impacts of organizational practices that do not adequately adhere to a values-based approach respecting the guiding values of fairness, access, transparency and representativeness. It found individual cases where merit was not respected, or where there was insufficient evidence to determine if merit was respected. The PSC also noted the emergence of new challenges with respect to non-partisanship that require more attention. As part of its preparations for the five-year review that is required under Section 136 of the PSEA, in 2008-09 the PSC began to take stock of the progress that has been made on implementing the roles and responsibilities assigned to it under the Act and identifying areas where improvements can be made.

Operational Priority II	Type	Linkages to Program Activity	Performance Status
Provide independent oversight and assurance to Parliament on the integrity of the staffing system and the non-partisanship of the federal public service	Previously committed, revised for 2008-2009	1.2.0 Oversight of Integrity of Staffing and Political Neutrality	Mostly Met - However, some calibration is needed in the quality and amount of monitoring, and the PSC needs to develop its capacity in monitoring and audit activities
The Public Service Commission provides independent oversight through on-going monitoring, audits, studies and investigations. Through its Departmental Staffing Accountability Report, the PSC monitors organizational staffing performance and activities. The PSC provided all organizations with annual feedback including specific recommendations for improvement. In 2008-2009, the PSC tabled its Report on investigations conducted by the Public Service Commission in 2007-2008, as well as two audit reports to Parliament “Government-wide audit of executive (EX) appointments” and “Royal Canadian Mounted Police – appointments under the Public Service Employment Act” and one follow-up audit,“Commission for Public Complaints Against the RCMP”. The PSC also released three studies: Study on mobility of public servants; the Educational Profile of Appointees; and Appointment under the PSEA following participation in federal student employment programs. Through its monitoring and audit activities, the PSC provided feedback on the results of two audits, one follow-up audit and three studies to organizations to help them manage their delegated staffing duties in a responsible manner. The Oversight Review committee concluded that the oversight activities of the PSC, namely monitoring, audit and investigations are the right ones. However, some calibration is needed in the quality and amount of monitoring, and the PSC needs to develop its capacity in monitoring and audit activities. An action plan has been developed in response to these recommendations.

Operational Priority III	Type	Linkages to Program Activity	Performance Status
Enable organizations to manage their delegated responsibilities	New	All Program Activities	Mostly Met
To effectively manage their delegated responsibilities, in 2008-2009, the PSC provided departments and agencies with relevant and accurate policy information, interpretation and advice. The PSC also developed or revised a number of policy support tools to assist human resource (HR) advisors and managers in understanding the expectations of the PSC regarding legislative and policy requirements (PA 1.1.0). The PSC also provided a broad range of staffing and assessment services that assisted deputy heads in the exercise of their delegated authorities. These services complement those already available in departments and agencies.  They consist of turnkey and à la carte services as well as of the creation of pools and inventories at various groups and levels, thus providing organizations with timely access to partially or fully assessed candidates (PA 1.3.0). With respect to assessment, the PSC implemented a new Second Language Evaluation (SLE) Test of Oral Proficiency and a shortened version of the SLE Test of Written Expression. The revised tests ensure that second language qualifications are measured consistently and that second language testing does not pose an obstacle to managers staffing bilingual positions in the federal public service (PA 1.3.0). In 2008-2009, the PSC made available additional e-testing instruments and expanded the number of e-test centres across the country. This resulted in faster test scoring which accelerated the communication of test results to organizations and reduced test administration costs (PA 1.3.0). The PSC has developed a business plan for the Public Service Staffing Modernization Project to identify government-wide business requirements such as the creation of one staffing portal for internal and external staffing. The PSC has worked with the Treasury Board of Canada Secretariat and organizations to discuss funding options (PA 1.3.0).

Operational Priority IV	Type	Linkages to Program Activity	Performance Status
Provide integrated and modernized staffing and assessment services	Previously committed, revised for 2008-2009	1.3.0 Staffing Services and Assessment	Mostly Met
In 2008-2009, the PSC, with the support of the Clerk of the Privy Council, created a Deputy Minister Advisory Committee on PSC staffing and assessment services. The Committee advises the PSC on issues concerning the delivery of its staffing and assessment services. Many changes related to staffing service delivery occurred with the transition to an expanded cost recovery environment. The PSC remained the service provider of choice for more than 50 different federal organizations. The PSC created 43 pools for various occupational groups and provided organizations with timely access to candidates whose qualifications had been partially or fully assessed. Qualified candidate pools from the PSC-led centralized staffing processes were used to staff similar positions in several government departments and agencies. In addition, there were four PSC-led inventories established to help provide organizations with a list of candidates who had self-reported on their qualifications but had yet to be formally assessed. The PSC undertook an audit and internal review of its test security practices after receiving information which suggested that a private language school was in possession of PSC SLE tests. The audit concluded that the private sector school possessed and used versions of the PSC SLE reading and writing tests without the authorization of the PSC. The PSC updated its Test Security Action Plan to address the recommendations from both the audit and the internal review. Outreach and marketing activities contributed to an increase in the number of applications received by specialized recruitment programs such as the Federal Student Work Experience Program and the Post-Secondary Recruitment and Recruitment of Policy Leaders campaigns, enabling organizations to meet their commitments to public service renewal. The PSC also partnered with 16 federal organizations to create a visible minority executive pool that enabled federal organizations to facilitate representation of this particular employment equity group in the public service.

Management Priority:

Management Priority V	Type	Linkages to Program Activity	Performance Status
Build on the model organization	Previously committed, revised for 2008-2009	All program activities	Mostly Met
In 2008-2009, the PSC celebrated its 100 year anniversary. The PSC commemorated its centenary through various activities which raised awareness of, and fostered dialogue on, core values of the PSEA. In its sustained effort to become a model organization and as part of its commitment to public service renewal, during the reporting period, the PSC established action plans in four key areas: HR planning, recruitment, employee development and enabling infrastructure. Highlights from these plans include the implementation of a three-year innovative talent management framework focused on the development and retention of employees, a semi-annual “Employee Engagement Survey” and action plans designed to respond to employee concerns and issues and the implementation of PeopleSoft in order to modernize the PSC's HR information systems. The Public Service Employee Survey conducted in 2008 revealed that, overall, PSC employees like their jobs (83%1). Several areas of strength for the PSC were related to an equitable work unit. Most believed that their work unit provided high quality services to clients (PSC 92% versus public service 87%). A higher proportion of employees within the PSC felt that every individual member of their unit is accepted as an equal member of the team (PSC 91% versus public service 85%). The PSC, once again, received strong ratings from the Treasury Board Secretariat for its Management Accountability Framework (MAF Round VI). As a part of its robust financial control regime, the PSC requested, for the fourth consecutive year, that the Office of the Auditor General conduct an independent audit of its financial statements. Once again, the PSC received an unqualified audit opinion for 2008-2009. In 2008-2009, implementation of key Information Technology systems commenced including the Records, Document and Information Management System (RDIMS) and the PeopleSoft Human Resource Management system.

Risk Analysis

Public Service Commission operating environment

A number of events took place in 2008-2009 which significantly impacted the public service and the Public Service Commission (PSC), including the economic downturn, continued efforts on public service renewal and the horizontal strategic review of human resources (HR) management.

In addition, in February 2009, the Prime Minister announced changes to HR governance in the public service to ensure deputy heads have the primary responsibility for managing their employees and that roles and responsibilities for HR are clarified. The announcement also reconfirmed the PSC's role as guardian of merit and non-partisanship in the public service of Canada.

A highly delegated staffing system

The Public Service Employment Act (PSEA), which came into force in December 2005, encourages the PSC to delegate its appointment authorities to deputy heads and, through them, to their managers. The intention is to give managers more authority and discretion to hire employees in order to meet the needs of Canadians, within a framework of accountability to the PSC, which in turn is accountable to Parliament.

The PSC concluded in 2008-09 that the core values of merit and non-partisanship are generally being respected across the public service.  However, the PSC also found signs that the integrity of the appointment system may be being undermined by the cumulative impacts of organizational practices that do not adequately adhere to a values-based approach respecting the guiding values of fairness, access, transparency and representativeness.  It found individual cases where merit was not respected, or where there was insufficient evidence to determine if merit was respected.   The PSC also noted the emergence of new challenges with respect to non-partisanship that require more attention.

Canadians continued to demonstrate their interest in public service employment in 2008-2009. There were more than 26 million visits to the PSC's job Website (http://jobs-emplois.gc.ca). More than one million applications were submitted in response to over 10,000 advertised positions. In addition, as a result of the PSC finalizing expansion of the use of the national area of selection, since December 2008, all full-time term positions of more than six months and all full-time external advertised long-term indeterminate staffing processes are now open to candidates across Canada. The result of this has been increased access for Canadians to federal public service jobs. The economic downturn that began during the period is likely to increase the relative attractiveness of the public service as an employer and emphasize the importance of ensuring a merit-based and non-partisan public service.

Working with departments and agencies

Effective mechanisms for oversight and accountability are critical for the success of a highly delegated and decentralized system. The PSC uses many tools to fulfill its responsibility to ensure that deputy heads exercise their delegated authorities appropriately and adhere to the values of the PSEA.

A Deputy Minister Advisory Committee was created in 2008-2009 to provide strategic advice concerning the delivery of PSC staffing and assessment services that meet the needs of delegated managers.  It also provided advice on PSC strategies and systems to connect job seekers in the Canadian public (including public service employees) with the job opportunities posted by the hiring departments and agencies.

Safeguarding non-partisanship

A non-partisan public service is essential for both a professional public service and a responsible, democratic government. In the past, efforts to achieve a non-partisan public service have centered on ensuring appointments to the public service are free of political influence and imposing restrictions on the political activities of public servants following their appointment. In 2005, the PSEA reaffirmed non-partisanship as a core value of the public service and, in Part 7, expanded the role of the PSC in safeguarding it.

Today, technological, social, cultural, economic and legal developments are putting the traditional approach to the test. They are creating new avenues for political activity by public servants, as well as potential new risks for the non-partisan character of the public service.

Public Service Commission internal challenges

In 2008-2009, the PSC also dealt with its own internal challenges, including building capacities in key areas of its mandate, introducing essential technology, continuously strengthening management practices, engaging employees and ensuring stable funding.

In January 2009, the government announced the results of the horizontal strategic review of HR management as part of Budget 2009. The PSC, along with the Treasury Board of Canada Secretariat, the Canada Public Service Agency, the Canada School of Public Service, the Public Service Staffing Tribunal and the Public Service Labour Relations Board participated in this review. As a result of the review, the PSC's annual budget will be reduced by $3.1 million in 2009-2010 and a further $1.5 million in 2011-2012, for a total permanent reduction of $4.6 million.

Funding for the Public Service Staffing Modernization Project (PSSMP) is not secure. Since the PSEA was introduced in 2005, the PSSMP has delivered a national e‑recruitment system, the Public Service Resourcing System (PSRS) for external government hiring. The PSRS also provides critical automation support for the NAOS policy for externally advertised government jobs. The PSSMP has been subject to internal audit and evaluation, has been delivered on time and on-budget, and has achieved its planned results; however, funding runs out in March 2011. The PSC submitted a business case to the Treasury Board of Canada Secretariat for the next phase of work for PSSMP, outlining the ongoing funding and investments required, but no decision has yet been made.

The PSC has identified additional challenges and risks emerging from the complex environment in which it operates and adopted strategies to address them. They are detailed in the 2008-2009 PSC Report on Plans and Priorities at (http://www.tbs-sct.gc.ca/rpp/2008-2009/inst/psc/psc00-eng.asp).

Expenditure Profile

Spending trend

The Public Service Commission's spending trend from 2006-2007 through 2008-2009 is illustrated in Figure 1. Total spending consists of the net spending (appropriated) amount plus net voting revenues. The PSC has Treasury Board approval to use cost recovery for Assessment Services of up to $14 million.

Voted and Statutory Items
($ thousands)

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
80	Program Expenditures	87,504	90,692	84,955	93,601
(S)	Contributions to Employee Benefit Plans	11,370	12,189	11,673	12,680
(S)	Spending of proceeds from the disposal of surplus Crown assets	2	-	-	4
Total Voted and Statutory Items		98,876	102,881	96,628*	106,285

*Note: Total authorities were $111.8 million. For detailed information, see the Performance summary table.

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