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Section II – Analysis of Program Activities by Strategic Outcome

Strategic Outcome

Strategic Outcome: To ensure fair and competency-based processes are in place for the recruitment and selection of qualified individuals for Governor-in-Council appointments across agencies, boards, commissions and Crown corporations.
Performance Indicators Targets

As part of a broader performance measurement strategy, performance indicators have been developed for the Commission and its Secretariat.

Outcomes toward success will include: public recognition and confidence in public appointment systems; partner compliance with the principles and minimum standards established; widespread use of consistent documents and procedures geared to specific organizational needs; identification and widespread dissemination of best practices; application of procedures to provide for a wider range of applicants; and high quality reporting systems.

Implementation of the performance measurement strategy will need to coincide with the establishment of the Commission.

Ongoing work has resulted in progress in developing and implementing clear and concise selection criteria and processes; improved timing of appointments; availability of orientation and training for new appointees, which includes addressing conflict-of-interest rules and ethical and political activities guidelines; and development of performance evaluation systems (Auditor General 2009). Continuing improvements in all key areas are expected in the next reporting period.

Program Activities

Program Activity 1: Oversight of Governor-in-Council appointments

Human Resources (FTEs) and Planned Spending (thousands of dollars)
2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
4 963 4 963 4 963

This financial information reflects planned spending for a fully established Commission and a fully staffed Secretariat.

Oversight of Governor-in-Council appointments covers activities relating to: the development of options for a principle-based and proportional Code of Practice, including minimum standards covering selection criteria, recruitment strategies and assessment processes; the development of procedures and guidance to assist auditors to assess compliance with the Code of Practice, once implemented; continued research into domestic and international agencies responsible for public appointments to identify best practices; the development of frameworks for reporting to the Prime Minister and Parliament; and internal evaluation frameworks to measure success in achieving the mandate. Additionally, advice and best practices are shared with Privy Council Office officials to support ongoing improvements to existing appointment frameworks.

Benefits for Canadians

Certainty and consistency in appointment policies help to ensure that appropriate processes are followed and that standards are applied. This, in turn, helps to ensure the effectiveness of governing boards that direct and control government organizations that function at arm's length from ministers.

Program Activity 2: Internal services

Human Resources (FTEs) and Planned Spending (thousands of dollars)
2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
0 100 0 100 0 100

The Public Appointments Commission Secretariat is limited in size and the Secretariat must function as a department within the meaning of Schedule 1.1 of the Financial Administration Act. For this reason, the Privy Council Office's Corporate Services Branch provides most administrative and financial services under a Memorandum of Understanding.

Benefits for Canadians

Internal services for the Public Appointments Commission Secretariat are largely provided by the Privy Council Office's Corporate Services Branch. In 2010-11, the Secretariat will continue to access the expertise of the Privy Council Office in order to reduce operating costs.

Planning Highlights for Program Activities

The mandate of the Public Appointments Commission is to oversee the processes by which people are appointed to agencies, boards, commissions and Crown corporations. It does not extend to making individual appointments. Focusing on processes will ensure that a wide range of people with appropriate skills, knowledge and experience is recommended to ministers, thereby contributing to the well-being of the country through a commitment to the values of public service.

Much progress has been made in recent years on developing and implementing quality appointment processes, including the creation of a centralized website to post vacancies; the issuance of policies and guidance on minimum selection standards and processes, proportional to specific public organizations; and the development of orientation and ongoing training. Still, there is room for improvements. In the period in advance of the Commission's establishment, the Public Appointments Commission Secretariat will assist the Privy Council Office in ongoing developments by making recommendations for improving strategic planning and consistency across public organizations and by identifying options to address the specific concerns raised by the Auditor General in her recent reports to Parliament.