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President's Message

I am pleased to present the 2009-2010 Departmental Performance Report of the Public Service Commission (PSC) of Canada.

The PSC is an independent agency reporting to Parliament, mandated to safeguard the integrity of public service staffing and the political neutrality of the public service. We also recruit qualified Canadians from across the country.  Under the delegated, values-based staffing system envisioned in the Public Service Employment Act, the PSC fulfills its mandate by providing clear policy direction, conducting effective oversight, delivering innovative staffing and assessment services and reporting to Parliament on the performance of the staffing systems.

After four and a half years of continuous effort by the PSC, by heads of departments and agencies and by managers and human resources specialists, a well-functioning and fully delegated system is in place. Formal delegation agreements are signed by deputy heads, and I personally review these agreements. We receive and analyze accountability reports and the results of our analysis are provided to deputy heads and presented in our Annual Reports to Parliament.

Our first priority, as set out in our Report on Plans and Priorities, was to continue to put in place a well-functioning delegated staffing model. Overall, we concluded that, for 2009-2010, the majority of departments and agencies have implemented the necessary infrastructure to manage their delegated staffing authorities.

Our second priority was to provide independent oversight and assurance to Parliament on the integrity of the staffing system and the non-partisanship of the federal public service. Work continues on improving our audit and monitoring activities in line with the recommendations of the Independent Oversight Review Committee. We enhanced the risk-based approach to our monitoring of the staffing system without increasing the reporting burden.

Our third priority was to enable organizations to manage their delegated responsibilities. Under the delegated system, the PSC maintains the authorities and accountabilities but also the obligation to resolve problems and support the efficient and effective operation of the staffing system. We have continued to provide guidance and support for organizations through our renewed policies, tools, systems and services.

We continued to move forward with our fourth priority, to provide integrated and modernized staffing and assessment services, by investing in modernizing those services and offering our expertise and efficiencies to departments and agencies. We also reached an agreement with departments and agencies on a permanent solution for the funding of the Public Service Staffing Modernization Project.

With respect to our fifth priority, to build on the model organization, we made further progress by starting to implement our Talent Management initiative and responding to the results of two on-line employee surveys.

During this period, we also continued to live within budget restraints resulting from the government’s 2009 horizontal strategic review of human resources management, through attrition and efficiencies. Our achievements across the organization are a testament to the strong dedication of our employees and their continuing commitment to excellence. Through their efforts, the PSC is able to perform its important work, on behalf of Parliament, to ensure that Canadians will continue to benefit from a professional, merit-based and non-partisan public service.

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 for 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 and is accountable to Parliament yet is independent from ministerial direction.

The PSC’s mandate is threefold:

First, to appoint, or provide for the appointment of, persons to and 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.

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

Public Service Commission's strategic outcome and Program Activity Architecture

The PSC’s Program Activity Architecture consists of one strategic outcome and four program activities.

Program Activities	Program Sub-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
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	2.1.0 Internal Services

Information by sub-activity can be found in the publications section of the PSC’s Web site at www.psc-cfp.gc.ca.

Performance summary

2009-2010 Financial Resources ($ thousands)

Planned Spending	Total Authorities*	Actual Spending
95,120	112,918	106,768

*The increase in the Total Authorities from Planned Spending of $17,798 thousand is mainly attributable to funding received for the Public Service Staffing Modernization Project (PSSMP) and the operating budget carrying forward from the previous year, as well as from pay and compensation adjustments

2009-2010 Human Resources (FTEs)

Planned	Actual	Difference
989	995	(6)

Variance explanations

In 2009-2010, PSC expenditures were $106,768 thousand against total authorities of $112,918 thousand, resulting in a planned under-expenditure of $6,150 thousand appearing in the Public Accounts of Canada. The under-expenditure is due mainly to a frozen allotment of $2,733 thousand resulting from the Human Resources Horizontal Review reductions, which the PSC was not allowed to spend. The balance of the under-expenditure of $3,417 thousand is part of the carry-forward to 2010-2011.

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 2009-2010.

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.	2008-2009 Actual Spending ($ thousands)	2009-2010 ($ thousands)				Expected Result	Performance Status**
		Main Estimates	Planned Spending	Total Authorities*	Actual Spending
1.1.0 Appointment Integrity and Political Neutrality	17,047	9,948	10,672	12,304	11,671	Recruitment strategies, staffing practices and political activities 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	33,071	21,679	21,706	22,066	21,240	1. Organizations have implemented PSC monitoring and audit recommendations and corrective actions as a result of investigations that contribute to safeguarding the integrity of staffing and political neutrality 2. Enhanced risk-based oversight of the integrity of public service staffing	1. Mostly Met 2. Met all
1.3.0 Staffing Services and Assessment	56,167	21,623	30,660	38,389	35,494	Staffing and assessment services and products meet the needs of federal departments and agencies operating within a fully delegated staffing environment under the PSEA	Somewhat met
2.1.0 Internal Services***	n/a	38,517	32,082	40,159	38,363
Total	106,285	91,767	95,120	112,918	106,768
Less: Non-respendable revenues	1,471	1,900	n/a	n/a	1,672
Total PSC Spending	104,814	89,867	n/a	n/a	105,096
Full-time Equivalents	1,009	n/a	989	n/a	995

* Total Authorities represent the PSC’s internal budget allocations.

** Performance Status is based on the following grid: Exceeded (completed more than 100% of the 2009-2010 target); Met all (completed 100% of the 2009-2010 target); Mostly met (completed 80-99% of the 2009-2010 target); Somewhat met (completed 60-79% of the 2009-2010 target); and Did not meet (completed less than 60% of the 2009-2010 target).

*** Commencing in the 2009-2010 Estimates cycle, the resources for the Internal Services program activity are displayed separately from other program activities. They are no longer distributed among the remaining program activities, as was the case in previous Main Estimates (consequently in the 2008-2009 actual spending column). This has affected the comparability of spending and full-time equivalent information by program activity between fiscal years.

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 its 2009-2010 Report on Plans and Priorities (RPP).

Operational priorities

Priority I	Type	Linkages to Program Activities	Performance Status
Put in place a well-functioning delegated staffing model	Previously committed, revised wording in RPP 2009-2010	1.1.0 Appointment Integrity and Political Neutrality 1.2.0 Oversight of Integrity of Staffing and Political Neutrality	Met All
The PSEA and the PSC’s Appointment Framework (AF) enable departments and agencies to design their staffing processes to address their own situations and needs. Progress in 2009-2010 against RPP planning highlights includes: Contributing to the assessment of the PSEA – The PSC continued its assessment of the PSEA and will be reporting its findings to Parliament in the spring of 2011. Specifically, the PSC will determine whether the PSEA has been implemented as intended and whether the expected results have been achieved, with a focus on merit, non-partisanship and recourse. Carrying out a policy review to ensure that policies give effect to the legislative requirements and support the staffing values of a well-functioning delegated model – The PSC reviewed the AF to ensure that a values-based, harmonized suite of policies respected the spirit of the legislation and supports a well-functioning delegated appointment model, in which expectations of deputy heads and their delegates are clear with respect to their staffing responsibilities. Actively engaging stakeholders to seek their perspectives on the issues and improvements needed for the PSEA – Based on analysis conducted and feedback received over the past four years, including the most recent stakeholder consultations, the PSC proposed amendments to the 11 appointment policies.  These were sent to external consultation, where they have been generally well received. Refining the Staffing Management Accountability Framework (SMAF) and the Departmental Staffing Assessment Report (DSAR) processes to ensure more rigorous assessments and reporting of the overall integrity of the staffing system to Parliament – The SMAF and DSAR processes and reporting tools were updated following consultation with key stakeholders. As a result, the number of performance indicators to be reported on was reduced from 37 to 29.

Priority II	Type	Linkages to Program Activities	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	1.1.0 Appointment Integrity and Political Neutrality 1.2.0 Oversight of Integrity of Staffing and Political Neutrality	Mostly Met
The PSC oversees the integrity of the staffing system and the political impartiality of the public service. The PSC developed and continued to refine a continuum of oversight mechanisms and tools. Progress in 2009-2010 against RPP planning highlights includes: Implementing recommendations from the PSC Oversight Review – The PSC began the implementation of its two-year action plan in response to the Oversight Review conducted by an independent review committee. One of the goals of the PSC is to audit departments and agencies on a cyclical basis of five to seven years. The PSC continues to build its capacity to meet the Oversight Review’s recommendations. Monitoring departments and agencies to ensure their compliance with the legislative requirements of the PSEA – All of the delegated organizations were assessed against SMAF indicators. The organizations that showed weakness received recommendations from the PSC for improvements. Improving outreach and co-ordination of oversight activities with organizations and auditors across government through proactive presentations and increased consultation with key stakeholders – The PSC has undertaken the development of new strategies to share its methodologies and tools with the internal audit community. Maintaining and improving ongoing operations with respect to political activities. Activities will focus on assessing requests, monitoring compliance, supporting departments/agencies and strengthening a communication strategy to ensure that employees are aware of their obligations – Following a commitment in its 2008-2009 Annual Report, the PSC introduced a streamlined approach for reviewing municipal candidacy requests, effective January 2010. Using a variety of communication approaches, the PSC continued its efforts to improve employees’ awareness of their rights and legal obligations regarding political activities. Increasing capacity to conduct investigations by ensuring efficient handling of investigative cases and results that are timely, informative and relevant – To facilitate investigation processes, compliance with established service standards is required to ensure that complaints related to appointment processes are resolved quickly and thoroughly. In 2009-2010, 84% of cases were completed within the standard of 215 days. The average completion time was 125 days.

Priority III	Type	Linkages to Program Activities	Performance Status
Enable organizations to manage their delegated responsibilities	Previously committed	1.1.0 Appointment Integrity and Political Neutrality 1.2.0 Oversight of Integrity of Staffing and Political Neutrality	Somewhat Met
While organizations have made progress in implementing the PSEA, ongoing efforts continue to fully transform the practices and processes for recruitment and staffing in the public service. Progress in 2009-2010 against RPP planning highlights includes: Reviewing and refining the data collection processes for estimating employment equity (EE) group statistics for reporting purposes – The PSC completed its examination and comparison of organizational systems, approaches and practices for gathering EE self-identification data. Factors that contributed to data discrepancies were identified, as well as good practices in collecting self-identification data. Providing staffing and assessment advice and services that support the needs of managers in departments and agencies and enable them to focus on their delegated responsibilities – The PSC provided policy advice, interpretation and guidance to hiring managers and the human resources (HR) community. The PSC responded to 327 requests for policy advice and interpretation from both internal and external stakeholders and processed 29 requests for exceptions to the Assessment Policy and 2 for the Area of Selection Policy. Continuing to provide timely authoritative advice and interpretation regarding priority entitlements and continuing to refine the priority system to respond to public service- wide need for accurate and timely information – In 2009-2010, a total of 740 of 2857 (26%) priority persons were appointed indeterminately into positions in the public service, in line with the previous fiscal year. The Priority Information Management System functionality was enhanced to improve and expand its reporting capacity, introducing new features with the long-term goal of reducing the number of reports required from departments and agencies. Refining the SMAF and the DSAR to further reduce the reporting burden for small organizations and to provide more timely data to departments and agencies – The SMAF and DSAR processes and reporting tools were updated. As a result, the number of performance indicators to be reported on was reduced from 37 to 29. A separate team was created to assess micro-organizations using customized reporting and assessment tools. These initiatives reduced the reporting burden of delegated organizations and improved the monitoring of staffing.

Priority IV	Type	Linkages to Program Activities	Performance Status
Provide integrated and modernized staffing and assessment services	Previously committed	1.3.0 Staffing Services and Assessment	Somewhat Met
Progress in 2009-2010 against RPP planning highlights includes: Developing overall infrastructure and capacity to support a cost recovery environment - The PSC improved its billing process resulting in better control of commitments, expenses and volume management. It also introduced infrastructure changes that have enhanced product delivery.  An Expenditure Management Model was introduced, showing the split between appropriation and cost recovery for forecasts, budget and actual spending. Together, these changes have enabled the PSC to improve its decision-making process and the accuracy of its cost recovery budgeting. Revenue of $11,300,000 was generated in 2009-2010. Ensuring solid business performance by understanding and adapting to the changes in market demand for PSC services – More rigorous efforts were made to collect and analyze sales data (including client and product volumes), in order to identify trends and patterns and to establish more reliable benchmarking. Sales plans and key performance indicators were also developed.  A new approach to the survey process was put in place and over 1300 surveys were sent to clients for whom work had been completed in 2009-2010. Survey results, along with the survey process itself, were analyzed and further enhancements are planned for 2010-2011. Consultation groups were another means by which the PSC collected information on current offerings, as well as seeking guidance to adapt products and services to better meet evolving client needs. Ensuring PSC-wide support and internal collaboration to facilitate further transitioning of staffing and assessment services to a cost recovery environment – Improvements to the Revenue Management System (RMS) interface with existing Personnel Psychology Centre (PPC) systems (e.g. the Second Language Evaluation Scheduling System) were introduced, reducing the need for manual data input to the RMS. In consultation with key players across the PSC, a review of the billing process was also undertaken and recommendations were presented to the internal Cost Recovery Steering Committee. Significant improvements to the billing process were introduced in the fall of 2009 and work continues with regard to automating billing processes, where possible. The Integrated Services Directorate and the Financial Management Division continue to work in close collaboration to ensure that reporting meets the ongoing needs of the PSC. Providing additional online staffing tools to support deputy ministers meeting Public Service Renewal objectives and improve staffing efficiency and effectiveness, pending the development of a more comprehensive staffing solution, the Public Service Staffing Modernization Project (PSSMP) – As of March 31, 2010, there are 32 organizations with direct access to the Public Service Resourcing System (PSRS), an e-staffing system for all external and student hiring for the Government of Canada.  This includes 16 Direct Access Departments (DADs) on a national basis and 16 on a partial basis. This is an increase of 8 from last year’s total. Promotional activities were also undertaken in support of DADs. The PSC continued to revamp the jobs.gc.ca Web site, introducing new features and making searches faster and easier for job seekers while also providing more useful search results.

Management priority

Priority V	Type	Linkages to Program Activities	Performance Status
Build on the model organization	Previously committed	2.1.0 Internal Services	Mostly Met
Progress in 2009-2010 against RPP planning highlights includes: Continuing to undertake a semi-annual Employee Engagement Survey designed to take the pulse of employees and establish action areas for improvement – In its sustained effort to become a model organization and as part of its commitment to public service renewal, the PSC continued to work on action plans. Results from the Employee Engagement Survey were very positive; for example, 97% of respondents agreed that they had productive working relationships with co-workers.  Moreover, 83% of respondents agreed that senior managers (President and Vice Presidents) are responsive to employees’ concerns – an increase of 4% from the previous survey.  Implementing a Talent Management (TM) framework that will focus on recruitment, development and retention strategies at all levels – During 2009-2010, the PSC engaged in employee consultations aimed at improving and expanding the TM questionnaire. This questionnaire is currently available to senior officers, managers, and executives.  Continuing to ensure strong financial management and controls and to ensure independently audited financial statements – As a part of its robust financial control regime, the PSC requested that the Office of the Auditor General conduct an independent audit of the PSC’s financial statements.  For the fifth consecutive year, the PSC received a clean audit opinion. In addition, the PSC received a strong rating in financial management from the Treasury Board of Canada Secretariat in the Management Accountability Framework (MAF) assessment.

Risk analysis

Public Service Commission operating environment

The general economic downturn and government budgetary constraints impacted the public service and the PSC through the 2009-2010 reporting period, resulting in additional budgetary restraints and a search for further operating efficiencies.

In 2009-2010, costs recovered from billable assessment and staffing services rose to 81% ($11,300,000) of the Treasury Board’s cost recovery ceiling of $14,000,000. The demand for assessment products and services was comparable to 2008-2009 in some areas but declined in others. Test volumes for Second Language Evaluation and assessment services for executive counselling remained relatively stable. Use of occupational tests decreased for the second consecutive year. This is due to a range of factors, in particular, the transition of many occupational tests to cost recovery, the decline in public service staffing activity and the greater use of Public Service Employment Act (PSEA) flexibilities, such as asset criteria and other volume reduction strategies in place of standardized tests.

To respond to this challenge, the Personnel Psychology Center (PPC) has diversified its assessment products and services and focused on other forms of assessment developed from appropriations, such as unsupervised internet testing. Outreach to clients has also been enhanced to better inform them of the value-added of standardized testing.

Weakness in human resources capacity in departments and agencies

The combination of a new Act, new policies, retirements of experienced HR personnel and the required training of incoming HR specialists has created a vulnerability in HR capacity in the public service.

In order to address these challenges, the PSC has undertaken measures, such as the delivery of information sessions to newly appointed HR officers from various organizations across Canada, enabling the PSC to ensure that the advice and guidance provided by new HR staff to delegated managers are consistent with PSC expectations.

Strategic consultants and Direct Access Department (DAD) managers participated in 85 committees, councils, regional networks and in various other working groups, which enabled the PSC to provide additional updates and advice concerning the delegated appointment authorities and policy interpretations.

In 2009-2010, the PSC responded to 6234 calls and e-mails from organizations concerning staffing advice, to empower them to fully exercise their delegated authorities. Overall, queries dropped by 10.5% compared to the previous year. However, the number of complex queries increased by 9%.

Ongoing implementation of the values of the Public Service Employment Act

There remains a need for greater understanding, on the part of hiring managers and the HR community, of some of the key features and requirements of the values-based staffing regime, such as the concept of “right fit,” the use of non-advertised processes, investigations conducted by deputy heads and collective staffing.

Feedback received during consultations for the Appointment Policy Review highlighted the need for the PSC to continue to develop stronger ties with line managers and the HR community, to assist them as they undergo the cultural change required so that they can fully benefit from the flexibilities afforded by the new regime, as well as to ensure that the PSC’s policies remain current and pertinent.

Changing organizational plans to staff and renew

The federal public service faces significant challenges with respect to demographics. Departures of “baby boomers” combined with growth in the public service generated a high level of movement measured by appointments to the public service, promotions, lateral movements and acting appointments. The nature and level of mobility in the public service reinforces the need for HR planning to address organizational requirements. Mobility has impacted certain groups more than others, notably the Personnel Administration Group, the Economics, Sociology and Statistics Group and the Executive Group. Moreover, the increased staffing activity coupled with the ongoing implementation of the PSEA affects the workload of those in the HR community.

Departures, however, provide an opportunity to renew the public service. A corporate approach, such as the Post-Secondary Recruitment (PSR) campaign, is one way in which the public service can compete more effectively for the smaller cohort of new workers as well as develop targeted approaches to recruiting candidates who are representative of Canada’s diverse population.

Review of Public Service Commission Oversight

The recommendations of the Independent Review Committee¹ were accepted as was the goal of auditing departments and agencies on a cyclical basis of five to seven years. The PSC has commenced the implementation of the 18-point action plan,² and is currently building its capacity to meet the Independent Review Committee’s recommendations. Refinement in methodologies and increased communication with organizations about expectations will also allow for increased efficiency and understanding in the audit process.

Public Service Staffing Modernization Project (PSSMP)

The PSSMP has delivered a national e-recruitment system – the PSRS – used for external government hiring since the PSEA was introduced in 2005. Funding for the project will cease in March 2011.

The PSC has therefore implemented a business plan for the PSSMP to secure support in the form of cost-sharing from departments and agencies subject to the PSEA, in order to sustain operations and facilitate system enhancements. At a February 2010 meeting, deputy minister members of the Public Service Management Advisory Committee endorsed the PSC's proposed funding approach to cover the annual costs of the PSRS.

Corporate Risk Profile and mitigation strategies

The PSC’s Corporate Risk Profile and mitigation strategies are located in the publications section of the PSC Web site at www.psc-cfp.gc.ca.

Expenditure profile

Canada's Economic Action Plan

As part of Canada's Economic Action Plan, the PSC has received funding to enhance federal public service student employment in the amount of $70K (horizontal item as part of Budget 2009). The PSC spent the full amount in 2009-2010 and is planning to spend the same amount in 2010-2011. 

Spending trend

The PSC’s spending trend from 2007-2008 through 2009-2010 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.

Figure 1: Total Spending-Actuals by Fiscal Year

[Figure 1 - long description]

*Net voting revenues adjusted to include the refund of the previous year’s revenue ($126K). The difference in totals is due to rounding.

Voted and Statutory Items
($ thousands)

Vote or Statutory Item	Truncated Vote or Statutory Wording	2007-08 Actual Spending	2008-09 Actual Spending	2009-10 Main Estimates	2009-10 Actual Spending
95	Program Expenditures	90,692	93,601	79,815	92,810
(S)	Contributions to Employee Benefit Plans	12,189	12,680	11,952	13,957
(S)	Spending of Proceeds from the Disposal of Surplus Crown Assets	-	4	-	1
Total Voted and Statutory Items		102,881	106,285	91,767*	106,768

*Total authorities were $112.9 million. For detailed information, see the Performance summary table.

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