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Section II: Analysis of program activities by strategic outcome

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 fairness, access, transparency, and representativeness.

Program activity: 1.1.0 – Appointment Integrity and Political Neutrality

Program activity description

The Appointment Integrity and Political Neutrality activity is focused on independently safeguarding merit and non-partisanship in the federal public service. This activity includes developing and advancing strategic policy positions and directions; conducting policy research; establishing PSC policies and standards; providing advice, interpretation and guidance and administering delegated and non-delegated authorities.

2010–2011 Financial resources ($ thousands)
Planned Spending Total Authorities Actual Spending
12,835 11,681 11,567

2010–2011 Human resources (FTEs)
Planned Actual Difference
118 98 20

Expected
Results
Performance
Indicators
Targets Performance
Status
Organizations have clear, comprehensive mechanisms in place to manage delegated staffing authority and accountability for results Number of organizations that have implemented the Staffing Management Accountability Framework (SMAF) expectations and reported performance that meets the PSC’s performance expectations Increased or maintained percentage of organizations with acceptable or higher performance

Baseline 2009-2010: 82%
Exceeded
The use of both official languages within the public service is protected Number of cases not yet past four years that are not compliant with the Public Service Official Language Exclusion Approval Order (PSOLEAO) and its Regulations Reduced number of public servants who do not meet linguistic requirements without valid exemptions

Baseline 2009-2010: 55
Exceeded,
22 in 2010-2011
Persons with priority rights have access to public service jobs Number of persons with priority rights appointed to positions for which they meet the essential qualifications Maintain percentage of indeterminate appointments made, compared to total number of priority persons removed from the system

Baseline 2009-2010: 55%
Met all
Employees respect the provisions related to political activities pursuant to Part 7 of the Public Service Employment Act (PSEA) Employees’ level of awareness of their rights and obligations regarding political activities Target 1: No founded allegations of improper political activities

Target 2: Increased or maintained percentage of Survey of Staffing (Candidates) respondents who are aware of their rights and obligations regarding political activities

Baseline 2009-2010: 57%
Mostly met

Target 1, only one founded allegation

Target 2, 63% of respondents are now aware of rights and obligations
Performance summary and analysis of program activity

The Public Service Commission (PSC) completed its assessment of the PSEA and tabled the results in a Special Report to Parliament in March 2011. The Report concluded that significant progress had been made over the past five years to put the fundamentals of the PSEA in place. It also identified three areas – the effectiveness of the staffing system, the approach for safeguarding the non-partisanship of the public service and the governance and operation of the Commission – where additional efforts are needed to fully realize the potential of the Act. Where adjustments are required, the Commission concluded that these can be addressed through policy, regulatory and other measures and a limited number of legislative amendments.

The PSC further clarified its expectations for a well-functioning, delegated appointment system by reviewing the PSC’s appointment policies, enhancing outreach activities with the human resources (HR) community and providing timely policy advice and guidance. The number of requests for policy advice, guidance and authoritative interpretation therefore declined, from 327 the previous year to 256 in 2010-2011. The PSC processed 17 requests for exceptions to Assessment Policy requirements for Executive appointments (versus 29 in 2009-2010) and one request for an exception to the national area of selection requirement (compared to two the previous year).

The PSC also advanced its work on Exclusion Approval Orders (EAOs) and Regulations, the Designation of Certain Portions of the Public Service Order and the Public Service Employment Regulations (PSER). Four EAOs and their associated Regulations came into force in 2010-2011 and the PSER were amended.

The PSC continued to monitor and conduct trends analyses of Public Service Staffing Tribunal (PSST) decisions and strengthened its evidence-based policy development capacity. Over the year, the PSC analyzed 34 Tribunal decisions, an increase of more than 21% over the previous year (28). The PSC also reviewed 33 written submissions and conducted 74 policy risk assessments of complaints proceeding to hearing before the Tribunal, compared to 12 and 38, respectively. PSC representatives attended six PSST hearings this year versus nine in 2009-2010.

The PSC implemented a streamlined approach for reviewing municipal candidacy requests that was introduced in January 2010. Following a commitment in its 2009-2010 Annual Report, the PSC also reviewed its approach to candidacy requests for federal, provincial and territorial elections. The approach to monitoring political activities was also reviewed. The PSC continued to improve awareness of employees’ rights and legal obligations related to political activities.

Updates were made to the mobility provision for former ministers’ staff and the administrative framework was established for the mobility provision for persons formerly employed in certain excluded positions at the Office of the Governor General’s Secretary.

Lessons Learned
Non-partisanship

Public servants at all levels have important roles to play in promoting the integrity of the staffing system and the non-partisanship of the public service. In the five years of operation of PSEA, there has been a slight increase in employees’ awareness of their rights and legal obligations respecting political activities as defined in Part 7 of the PSEA. The PSC's two most recent Surveys of Staffing (Candidates) found that a total of 63% of employees indicated being aware of their rights and responsibilities to a moderate or great extent in the 2010 survey, up from 57% in the 2009 survey. Nonetheless, sustained communication is required to improve understanding of how to safeguard the non-partisan nature of the public service as a national institution. There is also an ongoing need to strengthen managers’ abilities to make and document their appointment decisions; for example, through better guidance and practical examples of appropriate demonstrations of the appointment values. Based on experience gained by streamlining candidacy requests for municipal elections, administrative changes will be made to forms to seek PSC permission to be nominated or serve as a candidate in municipal, as well as federal, provincial and territorial elections.

Program activity: 1.2.0 – Oversight of Integrity of Staffing and Political Neutrality

Program activity description

The Oversight of Integrity in Staffing and Political Neutrality activity provides an accountability regime for the implementation of the appointment policy and regulatory framework for safeguarding the integrity of public service staffing and ensuring that staffing is free from political influence. This activity includes monitoring departments’ and agencies’ staffing performance and compliance with legislative requirements, conducting audits and studies, carrying out investigations and reporting to Parliament on the integrity of public service staffing.

2010–2011 Financial resources ($ thousands)
Planned Spending Total Authorities Actual Spending
22,379 22,479 22,246

2010–11 Human resources (FTEs)
Planned Actual Difference
181 186 (5)

Expected Results Performance Indicators Targets Performance Status
Enhanced risk-based oversight of the integrity of public service staffing Oversight activities (monitoring, audits, and studies) by the PSC
  1. Ongoing monitoring covers 100% of organizations
  2. Audits conducted on a five to seven year cycle for PSEA entities
Met all
Enhanced risk-based oversight of the integrity of public service staffing  
  1. In 2010-2011, the PSC assessed the DSARs submitted by all 78 organizations that reported in the 2009-2010 cycle and subsequently provided feedback to the deputy heads of these organizations
  2. All audits scheduled for 2010, as per the 2008-2009 Annual Report, plus one additional audit, were completed, tabled or released and published within the reporting period. With its improved methodology the PSC continued to gain audit efficiencies as it works towards its implementation of the five to seven year audit cycle
Met all
Enhanced risk-based oversight of the integrity of public service staffing   Studies conducted as identified in the Audit and Studies Plan Met all
Performance summary and analysis of program activity

The PSC continued to monitor departments and agencies to assess their compliance with the legislative requirements of the PSEA and their staffing performance. To support a highly delegated staffing system, the PSC plays an oversight role that includes monitoring, audits, studies and investigations. Oversight results provide important information to Parliament, the PSC and deputy heads regarding the integrity of the staffing system.

As part of its oversight role, the PSC conducted seven organizational audits, one follow-up audit, one Government-wide audit, three studies and five updates on statistical studies as identified below:

  • Organizational audits: Indian and Northern Affairs Canada, Canadian Grain Commission, National Parole Board, Atlantic Canada Opportunities Agency, Library and Archives Canada, Fisheries and Oceans Canada and the Public Service Labour Relations Board;

  • Government-Wide Audit: Audit of appointments from collective staffing processes;

  • Follow-Up Audit: Canadian Space Agency;

  • Studies: Study on Casual Employment: Sources and Practices; Study on Use of Temporary Help Services in Public Service Organizations and, Study on Verification of Educational Credentials. Career Paths of Designated Group Members and Official Language Communities in the Federal Public Service will be released in 2011-2012;

  • Statistical Studies Updates: New Indeterminate Employees - Who Are They?; To What Extent Do Casuals Become Employed Under the Public Service Employment Act?; Appointments under the Public Service Employment Act Following Participation in Federal Student Work Programs; Acting Appointments and Subsequent Promotions in the Federal Public Service and Study on Mobility of Public Servants.

The PSC also developed a common set of priorities to implement a business intelligence and enterprise data warehouse environment to facilitate the timeliness and sharing of quality staffing information used by the PSC and other organizations.

In 2008, the President of the PSC requested that an Independent Review Committee be formed to review the oversight function of PSC. A final report, produced in January 2009, contained 18 recommendations. The PSC has now addressed all of them. Some have been completely implemented, while others have been integrated into ongoing operations. Examples of changes resulting from the review recommendations include building audit capacity, streamlining audit methodology, strengthening consultation and communication with organizations and stakeholders, reducing reporting burden, improving performance measurement and introducing a consolidated audit report to Parliament to further improve reporting.

Lessons Learned
Audit methodology

The PSC developed a methodology to establish reliance on the audit and review work by organizations on their staffing activities and worked with one organization to establish reliance on its work, thus increasing effectiveness and reducing the time and effort required to undertake an audit. It will continue to share its audit methodology with organizations and communicate what is needed to establish reliance.

Staffing Management Accountability Framework

The SMAF is a key accountability mechanism, which must be regularly reviewed and updated. In 2010-2011, the PSC developed a tailored SMAF for micro-organizations (population of less than 100). It also recognized the need to provide support and to share information respecting best practices during the assessment period. During the review period, the PSC hosted two symposia attended by approximately 100 organizational representatives. Representatives from 18 departments and agencies made presentations and participated in panel discussions.

Program Activity: 1.3.0 – Staffing Services and Assessment

Program activity description

The Staffing Services and Assessment activity develops and maintains systems that link Canadians, including public servants, seeking employment opportunities in the Federal Public Service with hiring departments and agencies. It provides assessment-related products and services in the form of research and development, consultation, assessment operations and counselling for recruitment, selection and development throughout the public service. This activity also includes delivering staffing services, programs and products to all Canadians through client service units located across Canada.

2010–2011 Financial resources ($ thousands)
Planned Spending Total Authorities Actual Spending
29,729 31,808 29,182

2010–2011 Human resources (FTEs)
Planned Actual Difference
429 408 21

Expected Results Performance Indicators Targets Performance Status
Staffing and assessment services and products that meet the needs of federal organizations operating within a more fully delegated staffing environment under the PSEA Level of client satisfaction with PSC staffing and assessment products and services "Satisfactory" consultation and survey results 75% of the time

Baseline 2009-2010: SASB received an overall satisfaction rate for quality of services of 57%
Mostly met

Continued adjustments to the survey process will be examined in an effort to increase the response rate and broaden the scope of feedback received
Performance summary and analysis of program activity

The PSC continued to offer staffing and mandatory and optional assessment services for public service organizations through its seven service delivery units located across the country.

A total of 73 PSC-led pools and 10 inventories were created and managed in 2010-2011 to meet recurring needs to fill similar positions across the Federal Public Service, providing client organizations with quick and efficient resourcing solutions.

Recruitment programs such as the Federal Student Work Experience Program (FSWEP), Recruitment of Policy Leaders (RPL) and Post-secondary Recruitment (PSR) continued to be important options for hiring managers in 2010-2011. Just over 35,000 students are in the FSWEP inventory and this year’s RPL program attracted 1 400 high calibre applicants. Other student hiring programs, including the Research Affiliate Program (RAP) and the Co-op/Internship Program, continued to be in high demand. Following client consultations, the fall 2010 PSR campaign was modified to better reflect client needs and support organizational recruitment objectives. The general inventory was eliminated and eight specific career streams were launched, providing even greater flexibility and high quality referrals to federal organizations. The introduction of the eight targeted career streams has resulted in a 53% increase in referrals from organizations, as compared to the use of the general inventory in the previous year.

The demand for Executive Resourcing Services increased slightly this year, due in part to the implementation of a marketing strategy and increased outreach visits. Clients continued to turn to the PSC for complex and/or sensitive files, volume management and for service in peak periods.

Strategic partnerships were developed and new service lines delivered to meet client needs, including Executive Counselling Services, restructuring services (selection for retention), Federal BC and Yukon Aboriginal Internship Pilots, leadership competency development within territorial governments and PSC Open Houses at our regional offices.

The PSC continued to seek the input of stakeholders through the Deputy Minister Public Service Commission Advisory Committee, the, External Advisory Committee on Assessment and the Client Advisory Committee. In 2010-2011, the client satisfaction survey continued to be used as the measurement vehicle for client satisfaction.

The PSC ensured its SLE instruments reflected best practices in the field by releasing a new Test of Reading Comprehension and completing the modernization of its entire suite of SLE tests. SLE testing services met established service standards.

In 2010-2011, Unsupervised Internet Testing (UIT) was successfully piloted, allowing the PSC to leverage technology to provide cost-saving, professional and innovative staffing and assessment solutions. Self-screening on second language abilities was used during the fall 2010 PSR campaign, allowing candidates to assess their second language abilities for bilingual positions.

New measures to enhance the security of its testing instruments were introduced and a multi-year innovation project to implement computer-generated testing for SLE tests was also launched.

Following a continued decrease in occupational test volumes, the PSC examined statistics on test usage to better understand this decline. Results suggested that occupational tests remain as pertinent as in previous years but that individual orders are smaller. Further analysis showed that, in proportion to external advertisements, test orders remain stable but that fewer exams are ordered per test as a result of cost recovery.

Through its electronic screening tools, the Public Service Resourcing System (PSRS) helps hiring managers target candidates in external appointment processes. Ongoing promotion of Direct Access* and its benefits raised the number of Direct Access Departments to 45 from the previous 32, increasing advertisements posted on-line by organizations from 39% to 65%.

Lessons learned
Public Service Resourcing System

In 2010-2011, the PSC introduced UITs for selection purposes, including an optional self-assessment of second language writing skills tool. This tool was initially used only in processes in which PSRS users formally selected it, limiting its potential access. Further enhancements to the tool were introduced to automatically include the tool in all bilingual appointment processes or processes with various language requirements. This has extended the tool’s accessibility to all applicants wishing to assess themselves for bilingual job opportunities.

Securing funding for the Public Service Resourcing System

The PSC proposed a cost sharing approach to departments and agencies using the PSRS services. A user fee concept was proposed and accepted by user departments and agencies with 500 or more full time employees. The PSC set up a novel governance structure that now ensures that stakeholder views are reflected in the PSRS.

*Departments that have Direct Access to the PSRS can manage and post their own advertisements on the jobs.gc.ca Web site.

Program activity: 2.1.0 – Internal Services

Program activity description

The Internal Services program activity develops and monitors corporate management planning frameworks and policies related to the MAF, finance, HR management, IT, library services, communications and other administrative and support services; provides central services, legal services and systems in support of all PSC programs, including the offices of the President and Commissioners and formulates and implements policies, plans, guidelines, standards, processes and procedures to support the decision-making process of the Commission.

2010–2011 Financial resources ($ thousands)
Planned Spending Total Authorities Actual Spending
34,019 39,054 37,980

2010–11 Human Resources (FTEs)
Planned Actual Difference
302 276 26

Expected Results Performance Indicators Targets Performance Status
Sound and effective management practices and support functions for the delivery of the PSC’s mandate
  • Unqualified audit opinion from the Office of the Auditor General on PSC financial statements
  • Maintain or surpass 2009-2010 performance with regard to the PSC’s audited financial statements
Met all
 
  • Sound independently assessed management systems for the PSC are maintained
  • Maintain or surpass 2009-2010 performance with regard to independently assessed management systems such as MAF
Mostly met*
 
  • Organizational performance measurement framework supporting decision making (e.g., monthly reports, quarterly reporting on operational plans, ongoing financial reporting and risk management)
  • Maintain or surpass 2009-2010 performance with regard to the Project Management Framework and decision making support tools
Met all
 
  • Improved integrated planning, as indicated in the SMAF and the DSAR and the Integrated HR/Operational Plan and Quarterly Reports
  • Build and improve upon 2009-2010 performance with regard to integrated HR and business planning
Mostly met*
 
  • Improved people management, as indicated by the quality of placements and the effectiveness of succession planning, etc.
  • Build and improve upon 2009-2010 performance with regard to people management
Mostly met*
 
  • Increased employee engagement as measured by the results of the Employee Engagement Survey
  • Build and improve upon 2009-2010 performance with regard to employee engagement
Mostly met*
 
  • System implementation is successfully completed within the reporting period
  • Implementation of a streamlined cost recovery billing process and renewed Revenue Management System
Met all

*These are “continuous improvement” activities.

Performance summary and analysis of program activity

The PSC’s financial management and controls were effective as shown by the strong MAF rating and the clean audit opinions granted from the audited financial statement.

The PSC committed to rationalize IT infrastructure to reduce both cost and risks. In 2010-2011, many components were streamlined, resulting in substantial savings.

As evidenced by the MAF Round VIII assessment, the PSC performed well in the area of people management with respect to learning and commitment to performance management. We also improved our workload and workforce planning with regard to overtime and reducing long-term acting appointments. The PSC strengthened people management by developing policies, gathering information and performing analyses on engaging and developing its workforce. In addition, it increased its capacity to develop leadership and manage talent by providing developmental assignments. Senior management committees reviewed the results of the Employee Engagement Surveys, leading to the development of an action plan for 2011-2012.

Internal Services provided vital logistics support to the President and Commission as they planned and initiated the move of the PSC’s headquarters and National Capital Region offices to new facilities in 2013.

Internal Services maintained proactive communications tactics and tools in support of the PSC's core program activities and key initiatives by developing an annual Corporate Communications Plan for 2010-2011.

A key PSC corporate priority for the past few years has been becoming a "model organization" and one of our initiatives this past year was the introduction of our "PSC Health Challenge". The goal is to better encourage a culture of health, well-being, performance and productivity in the workplace. Over 30 percent of our employees participated in at least one of our health challenge areas: weight management, stress management, physical activity and smoking cessation programs.

Lesson learned
Advancement in integrated business and human resources planning

The PSC continued to aim to fully integrate business and HR planning in its Integrated Resources and Budgeting Process. The 2010-2011 exercise enabled us to improve information gathering and analysis within the planning cycle that have both had a positive impact on developing HR strategies that respond to the identified risks and challenges.

Advance Contract Award Notice process

Early in the year, four PSC service contracts for members of an advisory committee received media attention, questioning whether the use of the Advance Contract Award Notice (ACAN) process was appropriate. To address this question, the President requested that an internal audit be conducted. The audit, which is available on the PSC's Web site, determined that the use of the ACANs was not the appropriate procurement vehicle and that process improvements were needed to help prevent such errors in the future. As a result of the findings, the PSC did not renew the contracts. To meet future needs for expert advice, the PSC is examining alternative instruments for identifying qualified candidates.