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ARCHIVED - RPP 2007-2008
Public Service Commission of Canada


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Section III - Supplementary Information

Organizational Information and Accountability

The Public Service Commission (PSC) is an independent agency reporting to Parliament on matters under its jurisdiction. The Commission consists of a president and two or more part-time commissioners appointed for a maximum period of seven years. The president and the commissioners are appointed by the Governor in Council. The appointment of the president is made under the Great Seal after approval by the Senate and the House of Commons. The president’s position is currently held by Maria Barrados; the two Commissioner positions are held by Manon Vennat and David Zussman. The President is the Chief Executive Officer and is accountable to the Commission under the PSEA. She is also accountable to the Minister of Canadian Heritage for specific duties and responsibilities under the Financial Administration Act.

Five branches headed by vice-presidents support the President in her role as Chief Executive Officer and contribute to the achievement of the PSC’s strategic outcome. An organization chart outlining the PSC’s internal structure and accountability is presented below.

Organizational Chart
(Click on image to enlarge)

The Senior Vice President, Policy carries out key policy development and oversight functions in support of the PSEA. The Senior Vice-President is accountable for: the interpretation, application and development of policies under the PSEA, including aspects related to equity and diversity and the political activities of public servants; negotiating, monitoring and evaluating deputy heads’ exercise of their delegated staffing authorities and recommending corrective action as needed; managing the administration of priority entitlements; contributing to the future-oriented vision of the PSC as an independent agency and developing strategic policy frameworks; managing the development of the PSC’s annual report; coordinating with central agencies and departments the full implementation of the PSEA.

The Vice President, Audit conducts public service-wide independent audits, studies and evaluations to provide objective information, advice and assurance to Parliament, and ultimately Canadians, on the integrity of the appointment process, including the protection of merit and non-partisanship. In addition, the Vice-President, Audit, provides appointment data and analysis in support of the PSC’s oversight role and information needs of departments and agencies.

The Vice President, Investigations conducts investigations and promotes the use of alternative dispute resolution methods. The Vice President is mandated to conduct several types of investigations related to external appointment processes: non-delegated internal appointment processes; allegations of politically influenced appointments and fraud; improper political activities; and, at the request of deputy heads, investigations of delegated internal appointment processes. In addition, the Vice President, Investigations, conducts appeal hearings and investigations related to selection and staffing processes that were initiated under the old PSEA.

The Vice President, Staffing and Assessment Services develops, implements and delivers recruitment, staffing and assessment systems, programs, services and products for use across the public service; provides recruitment services to all clients and staffing services to organizations (under non-delegated and delegated authorities) which require our services, or who have lost all or part of their delegation as a result of a PSC oversight activity; and develops and implements service strategies, policies and structures.

The Vice President, Corporate Management develops and monitors corporate management planning frameworks and policies related to the Management Accountability Framework, finance, human resources management, information technology, communications and other administrative and support services; provides central 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.

Key Relationships

The Public Service Commission (PSC) works collaboratively with the following major organizations and stakeholders:

  • Parliament, to which we are accountable for the overall integrity of the appointment system and the political neutrality of the public service, through regular and special reports, including those related to audit findings; appearances before committees (for example, Commons committees on Government Operations and Estimates, Official Languages, and Access to Information, Privacy and Ethic and Senate committees on National Finance and Human Rights); and direct communication with members of Parliament when required. Additionally, we maintain our capacity to independently interpret and exercise our powers in the best interests of Canadians.
  • The Clerk of the Privy Council, who is the head of the public service and with whom we provide support in strengthening and renewing the public service.
  • Public Service Human Resources Management Agency of Canada (PSHRMAC), whose mandate is to coordinate the overall implementation of the new Public Service Modernization Act and the people component of the Management Accountability Framework.
  • Canada School of Public Service (CSPS), which is the common learning service provider for the public service of Canada and with whom we consult in providing departments and agencies support and learning tools.
  • Other Organizations supporting Parliament, who also assist Parliament through independent audits and oversight and with which the PSC exchanges information on roles, responsibilities and issues concerning the support of Parliament.
  • Deputy Ministers Human Resources Management Advisory Committee (HRMAC), with which we discuss emerging issues and major initiatives, and review policy coherence and inter-organizational alignment of priorities and resources.
  • Public Service Commission Advisory Council, where we participate in regular meetings with departments/agencies and bargaining agents to discuss issues and receive advice related to the PSC’s responsibilities under the new PSEA.
  • Hiring managers and human resources specialists, who, together with the PSC, are responsible for creating a modernized human resources management system for the benefit of Canadians.
  • Human Resources Council (HRC), which works in partnership with departmental human resources organizations, central agencies and the PSC in identifying and addressing human resources management concerns and interests with respect to strategic human resources matters.
  • Academics and external experts, to develop effective and innovative practices under the Appointment Framework, to strengthen the PSC’s approach to oversight, and to develop a new regime for the political activities of public servants.
  • International organizations and merit protection agencies across Canada and in other countries, to exchange information on key developments and best practices.
  • Public service employees, who receive support managing their careers and applying for positions, and Canadians, to whom the PSC provides access to a wide range of challenging public-service employment opportunities.

Table 1: Departmental Planned Spending and Full Time Equivalents ($ thousands)


  Forecast Spending
2006-2007
Planned Spending
2007-2008
Planned Spending
2008-2009
Planned Spending
2009-2010
By Program Activity
Appointment Integrity and Political Neutrality 18,276 18,580 18,580 18,580
Oversight of Integrity of Staffing and Political Neutrality 25,688 29,794 29,794 29,794
Staffing Services and Assessment 68,053 60,832 48,633 43,639
Budgetary Main Estimates (Gross) 112,017 109,206 97,007 92,013
Less: Respendable Revenue (Note 1) 6,000 6,000    
Total Main Estimates 106,017 103,206 97,007 92,013
Adjustments
Supplementary Estimates (A)
Operating budget carry forward 3,808      
2005 Expenditure Review Committee savings – Procurement (460)      
Spending authorities available within the Vote (1,247)      
Other
Collective agreements 1,240      
Public Service Resourcing System (PSRS) – reprofiled resources from 2006-2007 to 2007-2008 (4,703)      
Adjustment entry to reconcile to best estimate of expenditures (770)      
Internal Audit   214    
Assessment and Counselling Services and Products ( Note 1)
-Expenses     6,000 6,000
-Revenues Credited to the Vote     (6,000) (6,000)
Internal Realignment (Note 2)
-Appointment Integrity and Political Neutrality   (1,572) (1,572) (1,572)
-Oversight of Integrity of Staffing and Political Neutrality    (1,002) (1,002) (1,002)
-Staffing Services and Assessment   2,574 2,574 2,574
Public Service Resourcing System  (PSRS)       7,200
Total Adjustments (2,132) 214 - 7,200
Total Planned Spending (Note 3) 103,885 103,420 97,007 99,213
Less: Non-Respendable Revenue - -    
Plus: Cost of Services Received Without Charge 16,957 15,311 14,965 14,790
Total PSC Spending 120,842 118,731 111,972 114,003
Full-Time Equivalents 949 1,015 1,002 1,014

Note 1: During 2006-2007 and 2007-2008, the PSC obtained authority to respend revenues from Assessment and Counselling Services and Products. This authority will be sought for 2008-2009 and beyond.

Note 2: The internal realignment figures include temporary reallocations to fund continued work on the Staffing and Assessment Services Transformation.

Note 3: The changes to the Total Planned Spending Figures from 2007-2008 to 2008-2009 are mainly attributable to the difference in yearly funding for the PSSMP, for which $4.9 million, including EBP, was reprofiled from 2006-2007 to 2007-2008.

Table 2: PSC Links to Government of Canada (GoC) Outcome Areas


2007-2008 ($ thousands)
GoC Strategic Outcome areas: Government Affairs: safeguarding and fostering the integrity and political neutrality of public servants through audits, reviews, and investigations in support of the government's public policy values of equity, transparency, and fairness for all.
  Budgetary  
Program Activity Operating Respendable Revenue Total Main Estimates Adjustments (Planned Spending not in Main Estimates) ( Note 1) Total Planned Spending
Appointment Integrity and Political Neutrality
18,580   18,580 (1,529) 17,051
Oversight of Integrity of Staffing and Political Neutrality
29,794   29,794 (934) 28,860
Staffing Services and Assessment 60,832 (6,000) 54,832 2,677 57,509
Total 109,206 (6,000) 103,206 214 103,420

Note 1: The adjustment figures include temporary reallocations to fund continued work on the Staffing and Assessment Services Transformation.

Table 3: Voted and Statutory Items


Vote or Statutory Item Truncated Vote or Statutory Wording 2007-2008 Main Estimates 2006-2007 Main Estimates
    ($ thousands)
80 Operating Program Expenditures 90,032 92,949
(S) Contributions to Employee Benefit Plans 13,174 13,068
  Total Voted and Statutory Items 103,206 106,017

Table 4: Services Received Without Charge


($ thousands) 2007-2008
Accommodation provided by Public Works and Government Services Canada 9,473
Contributions covering the Employer’s share of employees’ insurance premiums and expenditures paid by TBS (excluding revolving funds); Employer’s contribution to employees’ insured benefits plans and expenditures paid by TBS 5,018
Workers’ compensation coverage provided by Human Resources and Skills Development Canada 121
Salary and associated expenditures of legal services provided by the Department of Justice Canada 618
Audit services by the Office of the Auditor General           81
Other -
Total 2007-2008 services received without charge            15,311

Table 5: Sources of Respendable and Non-Respendable Revenue

Respendable Revenue (Note 1)


($ thousands) Forecast Revenue
2006-2007
Planned Revenue
2007-2008
Planned Revenue
2008-2009
Planned Revenue
2009-2010
Staffing Services and Assessment
Assessment and Counselling Services and Products (Note 2) 6,256 6,000 6,000 6,000
Total Respendable Revenue 6,256 6,000 6,000 6,000

Note 1: The PSC does not foresee receiving non-respendable revenues.

Note 2: During 2006-2007 and 2007-2008, the PSC obtained authority to respend revenues from Assessment and Counselling Services and Products. This authority will be sought for 2008-2009 and beyond.

Table 6: Resource Requirements by Branch


2007-2008
($ thousands) Appointment Integrity and Political Neutrality Oversight of Integrity of Staffing and Political Neutrality Staffing Services and Assessment Total Planned Spending
Policy   10,692 2,664 327 13,683
Audit   9,155   9,155
Investigations   6,867   6,867
Staffing and Assessment Services      41,921 41,921
Corporate Management 6,139 9,821 14,732 30,692
Commissioners’ Office 220 353 529 1,102
Total 17,051 28,860 57,509 103,420

Table 7: Internal Audits and Evaluations

Internal Audits

The PSC has an established internal audit function, with its activities framed by professional standards and Treasury Board Secretariat policies. The PSC has its own internal audit policy, governed through the Internal Audit Committee (IAC). The PSC posts all completed audits on its Web site at: http://www.psc-cfp.gc.ca/centres/internal_audits/index-eng.htm.

Recently, the PSC took steps to reinforce the independence of its internal audit function. In Particular, its Internal Audit Committee is now composed of independent, external members, and the Chief Audit Executive reports directly to the President.  

For 2006-2007, the Committee had approved three audits: Human Resources Readiness; Readiness Assessment of Controls for Financial Statements’ External Audit; and Expenditure Management Controls (limited-scope audit). The first one is already posted on the Web site, and the two others are being prepared for posting. Management provided comprehensive action plans, which were included as part of the audit reports. Implementation of these action plans is proceeding well.

Some projects approved in the 2006-2007 Internal Audit Plan are not yet complete. Estimated completion dates of upcoming reports are: Public Service Resourcing System - Stream 1 (preliminary survey: winter 2007); Financial Reporting - Cyclical (spring 2007). Audits on both IT security and budgeting are in the planning phases and they will be conducted partly in 2007-2008.

Audits scheduled for start-up in 2007-2008 are the following: Regional Operations; Staffing Accountability Monitoring and Reporting; and Corporate Planning and Reporting. The 2007-2008 Internal Audit Plan will be scheduled for review and approval by the Committee in the spring of 2007, and reflect assessment of risk at that time.

Internal Evaluations

The PSC approved its Internal Evaluation Policy in 2004. This policy supports the generation of objective and evidenced-based information on the relevance, results and effectiveness of the PSC’s policies, programs and initiatives as a department under the Financial Administration Act. Focusing the internal evaluation function on the policies, programs and initiatives of the PSC as a department is intended to distinguish internal evaluation from the PSC’s external evaluation function where the human resources management practices, policies or initiatives of departments and agencies are evaluated as part of the PSC’s independent oversight role.

The PSC’s Internal Evaluation function was established in April 2005 within the Internal Audit and Evaluation Directorate. In April 2006, as a result of the Government’s new Internal Audit Policy (2005), the function was relocated within the PSC’s Corporate Planning, Reporting and Evaluation Directorate. The Internal Evaluation Policy is governed by the PSC’s Executive Management Committee (EMC) which is chaired by the President. EMC approves internal evaluation plans, reports and recommendations and monitors follow-up.

In July 2006, EMC approved the 2006-2007 Internal Evaluation Plan; a plan focused in the interim on helping managers to operate effectively in the new PSEA environment by supporting their efforts to plan, track and report on organizational performance. As well, the plan includes two evaluations that are linked to the PSC’s Corporate Risk Management Strategy. These evaluations are outlined in the table below.


 Internal Evaluation Evaluation Type  Status Expected Completion Date Electronic Link to Report
Public Service Recruitment System (PSRS: Stream 1) Implementation evaluation of a service initiative (not a grant or contributions program) In-progress June 2007 N/A
Recruitment of Policy Leaders Program Implementation evaluation of a service initiative (not a grants or contributions program) In-progress June 2007 N/A

Electronic Link to Internal Audit and Evaluation Plan: Not available at this time.

Public Service Commission - RPP 2007-2008 - Details on Project Spending (note 1)


($ thousands)

Current Estimated Total Cost
(Note 2)

Forecast Spending to March 31, 2007
(Note 2 & 3)

Planned Spending
2007-2008
(Note 3)

Planned Spending
2008-2009
(Note 3)

Planned Spending
2009-2010
(Note 4)

Future Years Spending Requirement
(Note 4)

Staffing Services and Assessment

   

 

     

Public Service Staffing Modernization Project (PSSMP)

 

 

 

 

 

 

Interim Solution (PSRS)

59,174

26,788

12,111

6,848

6,670

6,757

Longer Term Solution

2,354

2,354

 

 

 

 


  • Note 1: Includes development and maintenance costs. Includes Employee Benefits Package (EBP) at 20%; Excludes accommodation costs.
  • Note 2: Includes actual expenditures from 2003-2004 to 2005-2006.
  • Note 3: In June 2006, Effective Project Approval (EPA) and additional funding through 2008-2009 was approved for the interim solution: the Public Service Resourcing System (PSRS). The PSRS needs to be updated or replaced by 2010-2011.
  • A Treasury Board submission for revised EPA to complete the Project Definition Phase of the long-term solution is planned.
  • Note 4: Planned spending for 2009-2010 and future years is contingent on the PSC receiving the required funding.