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The Public Service Commission (PSC) has one strategic outcome:
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, representativeness and transparency.
The PSC contributes to the achievement of this strategic outcome:
The PSC’s performance measurement framework at each level of the program activity architecture is currently under review to adapt to our changing environment. The proposed framework includes a short, medium and long-term strategy for reporting on performance. This Report on Plans and Priorities (RPP) includes mainly short and medium-term measures that can be tracked and regularly reported.
The PSC’s annual report presents the results of our oversight of departments’ and agencies’ staffing activities. It provides an overview of measures and progress towards each element of our strategic outcome: competency, official languages, non-partisanship, representativeness, fairness, access and transparency. Our performance measurement framework has been developed based on results outlined in our annual report.
The table below identifies the performance indicators, measurement strategies, and targets for reporting on the achievement of the strategic outcome on an annual basis. The achievement of the strategic outcome over time will be measured primarily through longer-term trends identified from the PSC’s analysis of annual data, from on-going audits and studies, and from the five-year evaluation of the new PSEA.
Performance Indicators | Strategy, Target & Reporting Frequency |
---|---|
Overall Results of oversight activities (monitoring, audits, studies, evaluations and investigations) |
Performance Measurement Strategy: Develop and implement procedures, frameworks and plans for oversight activities Target: Satisfactory findings from oversight activities Reporting Frequency: Annual |
Accountability
|
Performance Measurement Strategies: Determine the number of potential and actual PSC appearances before parliamentary committees and committees hearings on PSC issues Target: Minimal level to be determined Reporting Frequency: Annual |
Merit/Competency Well founded statements of merit criteria that are thoroughly assessed and form the basis for appointment decisions |
Performance Measurement Strategies: Assessed through monitoring activities, periodic audits, evaluations, and/or surveys on appointment processes and investigations Target: under development Reporting Frequency: Annual |
Perception of public service employees about competency of people hired |
Performance Measurement Strategies: Assessed through periodic surveys of public service employees Target: 85% (76% in 2005) Reporting Frequency: Annual |
Merit/Official Languages Number of non-compliant positions with respect to official languages requirements |
Performance Measurement Strategies: Collect data from PSC information systems Target: Zero (242 in March 2005) Reporting Frequency: Annual |
Non-partisanship
|
Performance Measurement Strategies: Assessed through periodic surveys, ongoing oversight activities and review of alleged infractions Target: under development Reporting Frequency: Annual |
Fairness Perception of public service employees about fairness of appointment processes |
Performance Measurement Strategies: Assessed through periodic surveys of public service employees Target: 85% (64% in 2005) Reporting Frequency: Annual |
Access Percentage of jobs open to the public having a national area of selection |
Performance Measurement Strategies: Collect data from PSC information systems Target: Increase from previous years; final target to be determined (19% in 2005, should increase to 35% after April 2006) Reporting Frequency: Annual |
Representativeness Number of employment equity groups for which representation in the public service is below workforce availability |
Performance Measurement Strategies: Collect data from the Public Service Human Resources Management Agency of Canada (PSHRMAC) and Statistics Canada Target: Zero (one group in 2005-2006) Reporting Frequency: Annual |
Transparency Perception of public service employees about transparency of appointment processes |
Performance Measurement Strategies: Assessed through periodic surveys of public service employees Target: 85% Reporting Frequency: Annual |
Description
The Appointment Integrity and Political Neutrality activity develops and maintains a policy and regulatory framework for safeguarding the integrity of public service staffing and ensuring political neutrality. This activity includes establishing policies and standards, providing advice, interpretation and guidance and administering
delegated and non-delegated appointment authorities.
Structure
Related Resources
Resources | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Financial ($ thousands) | 17,051 | 17,008 | 17,008 |
FTE | 156 | 156 | 156 |
Results to be Achieved
We have identified the following expected results and will monitor performance of the following indicators to help ensure that this program activity is on track.
Expected Results | Performance Indicators |
---|---|
Recruitment strategies and staffing practices, consistent with the new PSEA and PSC strategic outcome, are implemented across the public service | Performance Indicator 1: Evaluation findings on the implementation of the new PSEA Target: Satisfactory evaluation findings Reporting Frequency: five-year PSEA review Performance Indicator 2: Number of delegations restricted or removed by the PSC. Target: Zero (Five reported in 2005-2006 Annual Report) Reporting Frequency: Annual Performance Indicator 3: Number of complaints to PSST Target: under development Reporting Frequency: Annual |
1.1.1 Policy, Regulation, Exclusion Approval Orders (EAOs) and Guides
The Policy, Regulation and Exclusion Approval Orders sub-activity develops, interprets and provides advice and guidance on policies, regulations, and EAOs related to staffing and political activities. This includes:
Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Policy, Regulation, Exclusion Approval Orders (EAOs) and Guides in support of program activity 1.1.0, and the expected results outlined below.
Financial Resources ($ thousands)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
7,482 | 7,463 | 7,463 |
Planned Commitments:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
Policies, regulations and guides related to staffing and political activities are consistent with the new PSEA and the PSC strategic outcome | Performance Indicator: Findings from audits, studies and evaluations related to staffing and political activities Target: Satisfactory findings Reporting Frequency: Annual |
Departments and agencies receive relevant and accurate policy information and advice in a timely manner | Performance Indicator: Relevance and timeliness of policy information and guidance provided by the PSC to be assessed through survey of Human Resource Council (HRC) members; accuracy of policy information and guidance to be determined through quality control process. Target: HRC survey and quality control process to be developed in 2007-2008 Reporting Frequency: Annual |
1.1.2 Delegated Appointment Authorities
The Delegated Appointment Authorities sub-activity administers the delegation of appointment authorities to departments and agencies through staffing advice and assistance as well as learning products and services.
Over the next three-year planning period, the PSC will dedicate the following resources to key programs and services within Delegated Appointment Authorities in support of program activity 1.1.0, and the expected results outlined below.
Financial Resources ($ thousands)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
4,933 | 4,921 | 4,921 |
Planned Commitments:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
Increasingly well informed community of sub-delegated managers and human resources specialists and increasingly well managed delegated authorities | Performance Indicator: Aggregate number of support actions provided Target: Increase in the number from previous year |
Departments and agencies receive relevant and accurate information and advice related to their delegated appointment authorities in a timely manner | Performance Indicator: Relevance and timeliness of information and advice provided by the PSC to be assessed through survey of Human Resources Council (HRC) members; accuracy will be assessed through quality control process Target: HRC survey and quality control process to be developed in 2007-2008Reporting Frequency: Annual |
1.1.3 Non-delegated Appointment Authorities
The Non-delegated Appointment Authorities sub-activity administers authorities that are not delegated to departments and agencies, such as the oversight of priority administration, the review of political candidacy requests, and the oversight of the application of the Public Service Official Languages Exclusion Approval Order (PSOLEAO), including granting extensions and exclusions.
Over the next three-year planning period, the PSC will dedicate the following resources to key programs and services within Non-delegated Appointment Authorities in support of program activity 1.1.0, and the expected results outlined below.
Financial Resources ($ thousands)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
4,636 | 4,921 | 4,624 |
Planned Commitments:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
Proper consideration of persons for appointments with priority rights | Performance Indicator: Percentage of individuals with priority rights appointed Target: Effective and timely placement of persons with priority entitlement Reporting Frequency: Annual |
Proper application of the political activities provisions of the PSEA in relation to political candidacy | Performance Indicator: Number of political candidacy requests received and analyzed for PSC permission Target: Timely analysis and approvals process Reporting Frequency: Annual |
Proper application of the PSOLEAO | Performance Indicator: Percentage of situations in conformity with the PSOLEAO Target: Decrease in number of non-compliant situations from previous year Reporting Frequency: Annual |
Non-delegated appointment administration systems and procedures are efficient and well managed | Performance Indicator: Study findings on the administration of non-delegated appointment authorities Target: Satisfactory findings Reporting Frequency: Annual (determined by audits, studies and evaluations plans) |
Description
The Oversight of Integrity of 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 political neutrality. This activity includes monitoring departments’ and
agencies’ compliance with legislative requirements, conducting audits, studies and evaluations, carrying out investigations, and reporting to Parliament on the integrity of public service staffing.
Structure
Related Resources
Resources | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Financial ($ thousands) | 28,860 | 28,792 | 28,792 |
FTE | 264 | 264 | 264 |
Results to be Achieved
We have identified the following expected results and will monitor performance of the following indicators to ensure that Program Activity 2 is on track.
Expected Results | Performance Indicators |
---|---|
Departments have implemented PSC audit recommendations | Performance Indicator: Percentage of audit recommendations implemented Target: 100 % Reporting Frequency: Annual |
Enhanced risk-based oversight of the integrity of public service staffing | Performance Indicator 1: Percentage of coverage of oversight activities (monitoring, audits, studies and evaluations) of each risk category Target: Under development Reporting Frequency: Annual Performance Indicator 2: Number of public service organizations with delegated staffing authorities whose staffing performance did not meet all essential staffing performance identified in the Staffing Management Accountability Framework Target: Zero Reporting Frequency: Annual |
1.2.1 Monitoring
The Monitoring sub-activity ensures departments’ and agencies’ compliance with legislative requirements of the PSEA in the context of their delegated authorities. This includes:
Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Monitoring in support of program activity 1.2.0, and the expected results outlined below.
Financial Resources ($ thousands)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
3,822 | 3,813 | 3,813 |
Planned Commitments:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
More effective accountability between the PSC and deputies with respect to staffing and political impartiality | Performance Indicator: Number of departments fully meeting staffing and political impartiality reporting requirements Target: 100% Reporting Frequency: Annual |
More effective accountability between the PSC and separate agencies with respect to their deployment rights | Performance Indicator: Number of separate agencies fully meeting compatibility requirements Target: 100% Reporting Frequency: Annual |
The PSC administers a well managed monitoring and feedback system | Performance Indicator: Percentage of key monitoring transactions completed in the annual cycle (includes call letters, completed departmental responses and feedback responses or meetings) Target: 100% Reporting Frequency: Monthly |
1.2.2 Audits, Studies and Evaluations
The Audits, Studies and Evaluations sub-activity conducts independent audits, studies and evaluations and reports to Parliament on the integrity of the appointment process, including the protection of merit and political neutrality.
Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Audits, Studies and Evaluations in support of program activity 1.2.0, and the expected results outlined below.
Financial Resources ($ thousands)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
14,307 | 14,273 | 14,273 |
Planned Commitments:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
Independent audits, studies and evaluations are conducted in accordance with a risk-based oversight plan and professional standards |
Performance Indicator: Number of audits, studies and evaluations completed in accordance with approved plans and professional standards Target:
|
1.2.3 Investigations and Early Intervention Mechanisms
Investigations, which may include early intervention processes, provide oversight of concerns raised about appointments. Investigations are also conducted into allegations of improper political activities of public servants.
Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Investigations and Early Intervention Mechanisms in support of program activity 1.2.0 and the expected results outlined below.
Financial Resources ($ thousands)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
10,731 | 10,706 | 10,706 |
Planned Commitments:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
Effective and timely resolution of investigations handled by the PSC | Performance Indicator 1: Number of investigation requests processed by category (external staffing, non-delegated internal staffing, fraud, political influence, improper political activities) Target: Establish baseline data for investigations under new PSEA Reporting Frequency: Annual Performance Indicator 2: Number of investigations completed, by category (external staffing, non-delegated internal staffing, fraud, political influence, improper political activities) Target: Establish baseline data for investigations under new PSEA Reporting Frequency: Annual Performance Indicator 3: Number of staffing concerns dealt with through ADR processes Target: Establish baseline percentage for ADR processes under new PSEA Reporting Frequency: Annual Performance Indicator 4: Average disposal time of investigations Target: 90 days for investigations into errors and omissions; target level to be established for other investigations as disposal time requirements are analyzed Reporting Frequency: Annual Performance Indicator 5: Number of decisions referred to and overturned by the Federal Court or the PSST Target: Low number of successful judicial review applications before the Federal Court, challenging PSC decisions Reporting Frequency: Annual |
Description
The Staffing Services and Assessment activity develops and maintains systems that link Canadians and 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 use in recruitment, selection and development throughout the federal public service. This activity also includes delivering staffing services, programs and products to departments and agencies, to Canadians and public servants, through client service units located across Canada.
Structure
Related Resources
Resources | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Financial ($ thousands) | 57,509 | 51,207 | 53,413 |
FTE | 595 | 582 | 594 |
Note: The financial resources include funding in the amount of $12 million for the Public Service Staffing Modernization Project (PSSMP), as well as a temporary reallocation of $7.8 million to fund continued work on the Staffing and Assessment Services Transformation.
Some of the staffing authorities now delegated to departments and agencies were previously reserved by the PSC and exercised by the Staffing and Assessment Services Branch (SASB). SASB continues its transition to a new service delivery model that will support the integrity of the staffing system and respond to the needs of deputy heads. SASB is working towards offering expanded staffing services beyond those previously provided (primarily executive resourcing, general recruitment and staffing for organizations that did not have human resources capacity or have lost their delegated authorities). In the interim, a transformation team will help support the transition to the new model and identify options to modify our funding mechanisms.
SASB will continue to support departments in meeting their external staffing needs and will also begin to offer internal staffing services, focusing on staffing through prequalified pools processes.
Results to be Achieved
We have identified the following expected results and will monitor performance of the following indicators to help ensure that the Staffing Services and Assessment program activity is on track.
Expected Results | Performance Indicators |
---|---|
Staffing and assessment services and products meet the business needs of clients and are consistent with the new PSEA and the PSC’s strategic outcome | Performance Indicator: Study findings and client consultations results Target: Satisfactory study findings Reporting Frequency: Annual against three-year plan Performance Indicator: Audit, study and evaluation findings Target: Satisfactory study findings Reporting Frequency: determined by audit, study and evaluation plan |
1.3.1 Staffing Services
The Staffing Services sub-activity includes the development and delivery of staffing services, systems, programs and products to departments and agencies, Canadians and public servants.
The PSC’s staffing services include executive staffing services, general recruitment services, central recruitment programs and expanding non-executive services designed to help federal departments and agencies select individuals for positions across a range of occupations and levels within the public service.
Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Staffing Services in support of program activity 1.3.0, and the expected results outlined below.
Financial Resources ($ thousands)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
47,652 | 42,306 | 44,512 |
Note: The financial resources include funding in the amount of $12 million for the Public Service Staffing Modernization Project (PSSMP), as well as a temporary reallocation of $7.8 million to fund continued work on the Staffing and Assessment Services Transformation.
Planned Commitments:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
Staffing services delivered within service standards | Performance Indicator: Percentage of staffing services delivered meeting service standards Target: 100% Reporting Frequency: Annual |
Stable demand for PSC staffing services | Performance Indicator: Percentage of business share of recruitment services Target: 70% Reporting Frequency: Monthly |
Electronic systems and tools that increase efficiencies in staffing | Performance Indicators: Statistical evidence of efficient screening and referrals; andStable and reliable electronic staffing system to support departments and agencies in external referrals Target: Under development (e-resourcing performance reports being developed) Reporting Frequency: Annual |
1.3.2 Assessment
Through the PSC’s Personnel Psychology centre (PPC) and regional client service units, the Assessment sub-activity provides assessment-related products and services in the form of research and development, consultation, assessment operations and counselling for use in staffing, selection and development throughout the federal public service. Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Assessment in support of program activity 1.3.0, and the expected results outlined below.
Financial Resources ($ thousands)
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|
9,857 | 8,901 | 8,901 |
Note: The 2007-2008 financial resources include $6,000K in respendable revenue from Assessment and Counselling Services and Products.
Planned Commitments:
Results to be Achieved
Expected Results | Performance Indicators |
---|---|
Assessment services delivered within service standards |
Performance Indicators:
Target:Client satisfaction and compliance to service standards Meeting forecasted volumes |
Second Language Oral Interaction Evaluations (SLE) are provided and processed in a timely manner | Performance Indicator: Average SLE Oral Interaction turnaround time Target: 10 days Reporting Frequency: Monthly |
Striving for Management Excellence
The PSC is committed to building a model organization. We will strive to ensure we have the organizational capacity and flexibility to respond effectively and efficiently to our evolving operational environment, and emerging opportunities and risks. Over the next three years, we will achieve this by continuing
to:
Enhanced Management Structure and Parliamentary Affairs
Over the next three years, the PSC will continue to evolve in response to the new mandate introduced by the PSEA and Public Service Modernization Act (PSMA). We will listen attentively to the needs of our departmental and agency client base, as well as fulfil our oversight function
to Parliament. Adopting a management structure that reflects the changing nature of our operating environment is an important part of this. Also important is our ability to effectively manage/mitigate external risks.
Planned Commitments:
Enhanced Financial and Management Practices
The PSC continues to be proactive in improving our management practices. In addition to implementing the new Treasury Board Policy on Internal Audit, preparing independently audited financial statements, and initiating an integrated planning process, we have aggressively used business practices including
zero-based budgeting to help us align funding allocations with identified priorities, and productivity and output performance results on an ongoing basis.
Opportunities to find additional funds internally from efficiency gains are already being maximized. We have reallocated $6.1 million (including the Employee Benefits Plan) internally to meet changing roles and priorities under the PSMA and PSEA. Additional long-term funding will still be needed to fulfil our responsibilities under the new PSEA. Without additional funding, we risk having to drop key activities and services or reduce service delivery in key areas.
Building a strong and effective management accountability structure responsive to our needs and reflective of our status as an independent agency continues to be a key commitment for us. In 2006-2007, the PSC has undertaken a Management Accountability Framework (MAF) self-assessment process to ensure all financial, human and information management practices are integrated and effectively support our goal of building a model organization.
Planned Commitments:
Building on our HR Capacity
The PSC has developed an HR plan that reflects our evolving business needs, encompasses strong people management practices, and is integrated into our operational planning process. The plan identifies our HR risks and challenges, and strategies to address them. During the next three years, we will face a challenge in
finding and retaining talented staff to meet current and future workforce needs in light of high turnover rates, aging of our workforce and associated retirements, as well as skill gaps emerging as the nature of our work changes. We will focus on the following initiatives during the planning period.
Planned Commitments: