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2009-10
Departmental Performance Report

Public Service Commission of Canada

Supplementary Information (Tables)

Sources of Respendable and Non-Respendable Revenue

Respendable Revenue
($ thousands)
Program Activity	Actual 2007-2008	Actual 2008-2009	2009-10
Program Activity	Actual 2007-2008	Actual 2008-2009	Main Estimates	Planned Revenue	Total Authorities	Actual
Staffing Services and Assessment:
Assessment and Counselling Services and Products	9,367	11,101	14,000	14,000	14,000	11,183*
Total Respendable Revenues	9,367	11,101	14,000	14,000	14,000	11,183

*11.2 Million in revenues includes revenues earned from services provided to other departments and agencies as well as services provided to the Public Service Commission ($0.3M), but excludes the Employee Benefit Plan ($1.5M).

Non-Respendable Revenue
($ thousands)
Program Activity	Actual 2007-2008	Actual 2008-2009	2009-10
Program Activity	Actual 2007-2008	Actual 2008-2009	Main Estimates	Planned Revenue	Total Authorities	Actual
Staffing Services and Assessment:
Miscellaneous Revenues	1,385	1,471	1,900	1,900	1,900	1,662
Internal Services:
Miscellaneous Revenues	-	-	-	-	-	10
Total Non-respendable Revenues	1,385	1,471	1,900	1,900	1,900	1,672
Total Revenues	10,752	12,572	15,900	15,900	15,900	12,855

User Fees Reporting

User Fees

User Fee: Fees charged for the processing of access requests under the Access to Information Act (ATIA)

Fee Type: Other products and services

Fee-setting Authority: ATIA

Date Last Modified: 1992

Performance Standards: Response provided within 30 days following receipt of the request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of the request.
The ATIA provides more details: ATIA.

Performance Results: Statutory deadlines have been met for 92% of requests. Extension notices were sent within 30 days following the receipt of the request in 35% of cases.


2009-10			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue $	Estimated Full Cost $
N/A	$295.60	$64,425.64 (salary and O&M)	2010-11	250	130,000
			2011-12	250	130,000
			2012-13	250	130,000

Date last modified: April 29, 2010

Other Information:

It is the practice of the Public Service Commission’s Access to Information and Privacy Office to waive fees where (a) the total reproduction costs that could be assessed amount to less than $25; (b) the information being requested is publicly available; or (c) no response or notice of extension is forwarded within 30 days following receipt of the request. Fees were waived for 15 requests in 2009-2010, amounting to $110.

B - Policy on Service Standards for External Fees

Supplementary information on Service Standards for External Fees can be found at http://publiservice.tbs-sct.gc.ca/dpr-rmr/2009-2010/info/info-eng.asp.

Status Report on Projects operating with specific Treasury Board Approval

**($ thousands)**
Project	Original Estimated Total Cost ¹	Revised Estimated Total Cost²	Actual Cost Total ³	2009-2010
Project	Original Estimated Total Cost ¹	Revised Estimated Total Cost²	Actual Cost Total ³	Main Estimates	Planned Spending	Total Authorities	Actual	Expected date of close-out ⁴
Staffing Services and Assessment Program Activity
Public Service Staffing Modernization Project (PSSMP) and Other Tools (Note A)	48,150	65,606	60,468	0	6,670	8,757	8,635	March 31, 2011
Total	48,150	65,606	60,468	0	6,670	8,757	8,635

Note A: In the 2008-2009 Departmental Performance Report, the financial information of this chart was broken down between the “Public Service Resourcing System (PSRS)” and the “longer-term solution” components. In 2009-2010, the development of the longer-term solution has been abandoned. Only the PSRS and other tools remain part of the PSSMP.

1. First Treasury Board Expenditure Authority decision for total project cost
2. Most recent Treasury Board Expenditure Authority decision for total project cost
3. All expenditures to date, including the current year
4. Fiscal year

Green Procurement

Meeting Policy Requirements

Has the department incorporated environmental performance considerations in its procurement decision-making processes?

Yes

The Public Service Commission (PSC) has incorporated environmental performance considerations in its procurement decision-making processes.

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

As stipulated in our performance considerations report for 2009-2010, the PSC has developed and communicated to its employees a sustainable development policy and related guidelines. The PSC has achieved all of the green procurement objectives described in detail in its 2009-2010 Report on Plans and Priorities (RPP).

Results achieved:

As mentioned above, the PSC has achieved all of its 2009-2010 green procurement objectives, in particular:

The PSC has continued to implement its corporate greening initiatives, such as sending contracts electronically, encouraging contractors to print all documents double-sided on recycled paper and posting the General Conditions, Supplementary Conditions and Terms of Payment on the Internet, as well as posting its solicitation documents on the MERX;
The PSC is an active participant in the Public Works and Government Services Canada (PWGSC) Green Procurement Forum Meeting; and
In its ongoing space optimization initiative, the PSC is purchasing efficient furniture systems that are re-usable.

Contributions to facilitate government-wide implementation of green procurement:

The PSC does not have responsibilities under section 8 of the policy.

Green Procurement Targets

Has the department established green procurement targets?

In light of the PSC’s buying patterns, it has not established its own specific green procurement targets since it relies on already established PWGSC Standing Offer arrangements for the acquisition of a large majority of its goods and services. However, the PSC has achieved all of the green procurement objectives described in detail in its 2009-2010 RPP.

Summary of green procurement targets:

N/A

Results achieved:

N/A

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees
Follow-ups sent to parliamentary committees following an appearance from the Public Service Commission From April 1, 2009, to March 31, 2010 During the 2009-2010 fiscal year, the Public Service Commission (PSC) provided a total of 18 follow-ups to 4 Parliamentary Committees. For the House of Commons, the PSC appeared before the Standing Committee on Government Operations and Estimates (OGGO), while the Finance Committee, Human Rights and Official Languages heard testimonies from the PSC in the Upper Chamber. The follow-ups were on a wide range of topics such as non-partisanship in the public service, use of temporary help services, employment equity at the EX level and recruitment of bilingual employees. In addition, OGGO adopted a unanimous motion requesting that the PSC conduct a special study on issues such as the use of temporary help services. It was the first time in the history of the PSC that this type of request was made. PSC Parliamentary appearances can be found at Parliamentary Appearances.

Response to Parliamentary Committees

Follow-ups sent to parliamentary committees following an appearance from the Public Service Commission
From April 1, 2009, to March 31, 2010

During the 2009-2010 fiscal year, the Public Service Commission (PSC) provided a total of 18 follow-ups to 4 Parliamentary Committees. For the House of Commons, the PSC appeared before the Standing Committee on Government Operations and Estimates (OGGO), while the Finance Committee, Human Rights and Official Languages heard testimonies from the PSC in the Upper Chamber. The follow-ups were on a wide range of topics such as non-partisanship in the public service, use of temporary help services, employment equity at the EX level and recruitment of bilingual employees.

In addition, OGGO adopted a unanimous motion requesting that the PSC conduct a special study on issues such as the use of temporary help services. It was the first time in the history of the PSC that this type of request was made.

PSC Parliamentary appearances can be found at Parliamentary Appearances.

Response to the Auditor General
Modernization of Human Resources Management - Managing the Reforms (Chapter 3 of the February 2005 Report of the Auditor General of Canada) In 2009-2010, the Staffing Management Accountability Framework (SMAF) was revised and issued to departments and agencies. The SMAF has been streamlined based on the PSC's analysis and extensive consultation conducted in September and October 2009. Consultation included a round table with representatives from various-sized organizations hosted by the PSC and discussions with the Human Resources Council (HRC), the HRC’s SMAF working group, the Personnel Advisory Group, the National Staffing Council and the Interdepartmental Monitoring Network. As a result, indicators are clearer and more aligned with central sources of information, and overlap has been removed. The PSC has also modified its definitions of organizational size to better align with those used by the Treasury Board of Canada Secretariat (TBS) for organizational Management Assessment Framework (MAF) assessments. This will help streamline reporting to deputy heads and support communications. The PSC has also aligned the organizational submission time frame of the Departmental Staffing Accountability Report (DSAR) to better coincide with TBS’ MAF time frame and with requests from the Committee of Senior Officials. The revised SMAF includes focusing more clearly on expectations for the development and monitoring of organizational staffing strategies that link with business and human resources plans, including post-secondary recruitment strategies, as applicable. The performance indicators have been reduced from 37 to 29, resulting in a reduction of reporting requirements. A new approach, reporting template and assessment tools were developed for micro‑organizations (fewer than 100 employees). The statistical information packages were also updated, and information from the PSC’s Survey of Staffing is now included. A protocol for co-ordinating the collection of organizational information for audits and DSAR reporting was developed and implemented to minimize the reporting burden for departments and agencies under audit. The PSC maintains ongoing communications by presenting any updates made to the SMAF and reporting framework to the HRC and any other venue, as deemed necessary. The PSC conducted information sessions on the revised SMAF and updated statistical package with more than 50 organizational representatives in December 2009. All reporting documents and tools were posted on the PSC Web site. The PSC will continue to build on its successful consultation process with organizations to continuously improve the SMAF and amend it accordingly. The PSC will also continue to modify the SMAF to respond to the regular maintenance of the indicators and the expectation of the PSC. The PSC has used and modified the SMAF over the past three years to respond to various initiatives, and it has now achieved a steady state. In addition, in 2009-2010, the PSC and the Office of the Chief Human Resource Officer have completed a review of organizational systems, approaches and practices for gathering employment equity self-identification data. A joint letter to heads of human resources has been prepared and is expected to be released in April 2010. This letter will inform departments and agencies that they will be able to use self-declaration information as self-identification information by persons who are their employees, provided that the applicant's prior consent has been obtained. This procedure will assist in ensuring greater accuracy of employment equity information. Therefore, the PSC considers this item now completed.

Response to the Auditor General

Modernization of Human Resources Management - Managing the Reforms (Chapter 3 of the February 2005 Report of the Auditor General of Canada)

In 2009-2010, the Staffing Management Accountability Framework (SMAF) was revised and issued to departments and agencies. The SMAF has been streamlined based on the PSC's analysis and extensive consultation conducted in September and October 2009. Consultation included a round table with representatives from various-sized organizations hosted by the PSC and discussions with the Human Resources Council (HRC), the HRC’s SMAF working group, the Personnel Advisory Group, the National Staffing Council and the Interdepartmental Monitoring Network. As a result, indicators are clearer and more aligned with central sources of information, and overlap has been removed.

The PSC has also modified its definitions of organizational size to better align with those used by the Treasury Board of Canada Secretariat (TBS) for organizational Management Assessment Framework (MAF) assessments. This will help streamline reporting to deputy heads and support communications. The PSC has also aligned the organizational submission time frame of the Departmental Staffing Accountability Report (DSAR) to better coincide with TBS’ MAF time frame and with requests from the Committee of Senior Officials. The revised SMAF includes focusing more clearly on expectations for the development and monitoring of organizational staffing strategies that link with business and human resources plans, including post-secondary recruitment strategies, as applicable. The performance indicators have been reduced from 37 to 29, resulting in a reduction of reporting requirements.

A new approach, reporting template and assessment tools were developed for micro‑organizations (fewer than 100 employees). The statistical information packages
were also updated, and information from the PSC’s Survey of Staffing is now included.

A protocol for co-ordinating the collection of organizational information for audits and DSAR reporting was developed and implemented to minimize the reporting burden for departments and agencies under audit.

The PSC maintains ongoing communications by presenting any updates made to the SMAF and reporting framework to the HRC and any other venue, as deemed necessary. The PSC conducted information sessions on the revised SMAF and updated statistical package with more than 50 organizational representatives in December 2009. All reporting documents and tools were posted on the PSC Web site.

The PSC will continue to build on its successful consultation process with organizations to continuously improve the SMAF and amend it accordingly. The PSC will also continue to modify the SMAF to respond to the regular maintenance of the indicators and the expectation of the PSC.

The PSC has used and modified the SMAF over the past three years to respond to various initiatives, and it has now achieved a steady state.

In addition, in 2009-2010, the PSC and the Office of the Chief Human Resource Officer have completed a review of organizational systems, approaches and practices for gathering employment equity self-identification data. A joint letter to heads of human resources has been prepared and is expected to be released in April 2010. This letter will inform departments and agencies that they will be able to use self-declaration information as self-identification information by persons who are their employees, provided that the applicant's prior consent has been obtained. This procedure will assist in ensuring greater accuracy of employment equity information.

Therefore, the PSC considers this item now completed.

Response to the Public Service Commission on external audits
In carrying out its audits of the staffing activities of departments and agencies, the PSC performed the following audits and studies during the reporting period: Entity audits Audit of Infrastructure Canada Audit of the Canada Border Services Agency Audit of the Immigration and Refugee Board of Canada Audit of Health Canada Follow-up audit Follow-up audit of the Office of the Correctional Investigator Government-wide audit Audit of the Federal Student Work Experience Program and subsequent appointments through bridging mechanisms Studies Study on the data collection of non-advertised appointment processes Career progression in the federal public service – Temporary versus permanent start-ups Statistical study updates Time to staff in the federal public service – An update To what extent do casuals become employed under the Public Service Employment Act? – Update New indeterminate employees: Who are they? – Update Acting Appointments and Subsequent Promotions in the Federal Public Service – Update

Response to the Public Service Commission on external audits

In carrying out its audits of the staffing activities of departments and agencies, the PSC performed the following audits and studies during the reporting period:

Entity audits
Audit of Infrastructure Canada
Audit of the Canada Border Services Agency
Audit of the Immigration and Refugee Board of Canada
Audit of Health Canada

Follow-up audit
Follow-up audit of the Office of the Correctional Investigator

Government-wide audit
Audit of the Federal Student Work Experience Program and subsequent appointments through bridging mechanisms

Studies
Study on the data collection of non-advertised appointment processes
Career progression in the federal public service – Temporary versus permanent start-ups

Statistical study updates
Time to staff in the federal public service – An update
To what extent do casuals become employed under the Public Service Employment Act? – Update
New indeterminate employees: Who are they? – Update
Acting Appointments and Subsequent Promotions in the Federal Public Service – Update

Internal Audits and Evaluations

Internal Audits 2009-2010

Name of Internal Audit	Audit Type	Status	Completion Date
Implementation of Service Transformation	Program Management	Completed	Q4 – 2009-2010
Cyclical Audit, Cycle 2: Revenue	Financial Reporting and Management	Completed	Q3 – 2009-2010
Budgeting	Management Controls	Completed	Q1 – 2009-2010
HR Special Projects - PeopleSoft	Project and Process Management	In Progress	Est. Q3 – 2010-2011
Cost Management of Information Technology	Management Controls and Risk Management	In Progress	Est. Q2 – 2010-2011

The following are the main Internal Audit conclusions.

Implementation of Service Transformation: Staffing and Assessment Services had many challenges in transforming its business processes for its new cost recovery mandate. It was found that management had put in most elements of a sound structure to deliver services efficiently and effectively and to assess and manage its risks in this dynamic environment.

Cyclical Audit, Cycle 2: Revenue: Invoicing for Public Service Commission (PSC) services involves many stakeholders, especially with the move towards more services being cost recovered. The PSC had to develop new billing systems and change internal processes. Although basic financial management and reporting controls were found to be in place, more work was needed on the PSC’s fee structure and costing model, management reports and documentation of procedures.

Budgeting: This audit found that the PSC has established a budgeting process that enables both the timely development of annual budgets and the monitoring of budget performance. Expertise, systems and tools are in place. Some budget processes need improvement, such that funds can be reallocated more quickly. A stronger challenge role by the corporate management group is also needed.

The Internal Audit Directorate made some recommendations for improvement relating to the above projects, and management provided sound action plans to address them all.

Internal Evaluation 2009-2010

Name of Evaluation	Program Activity	Program Type	Status	Completion Date
Priority Administration	1.1.0	Summative Evaluation	In progress	December 2010
Assessment Policy – Requirements Specific to the EX Category	1.1.0	Summative Evaluation	In progress	September 2010
Communications and Parliamentary Affairs	2.1.0	Summative Evaluation	In progress	July 2010
PSC-led Pools	1.3.0	Formative Evaluation	Completed	May 2010
Post-Secondary Recruitment Program	1.3.0	Formative Evaluation	Completed	April 2010

The Executive Management Committee (EMC) of the PSC approved the evaluation report of the Post-Secondary Recruitment Program (PSR). One of the major conclusions is that the PSR is perceived to be supporting staffing in the public service by attracting candidates who are normatively representative of the Canadian population and providing them with an avenue of access to jobs in the federal public service. However, it continues to be under-utilized due to limited awareness and knowledge of the program and a perceived difference between the interests and preferences of hiring managers and the program design. Cost effectiveness could be improved through testing and assessment alterations.

The EMC also approved the evaluation report of the PSC-led Pools. One of the major conclusions is that PSC-led Pools are relevant and consistent with government and PSC policies and priorities. PSC-led Pools can work, under the right circumstances, when they are flexible and the needs of clients are appropriately identified and targeted. Consequently, the PSC should anticipate and map out client needs through ongoing communications and environmental scanning and factor in high-demand regions and high-volume job classifications. Another finding is that they do not have consistently clearly defined goals and objectives related to service delivery, business processes, needs assessment and client satisfaction. Therefore, the PSC should develop uniform service-delivery processes and standards to address service-related issues promptly and effectively. A more consistent, accountable and appropriate management structure is recommended to support ongoing stability and improvement. For this reason, the PSC should identify a lead and clarify roles and responsibilities related to PSC-led Pools. Overall, there is inherent risk in PSC-led Pools where there is no assurance that costs will be recovered. Costing strategies should be reviewed to help mitigate these risks.