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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  access, fairness, transparency, and representativeness.

Program Activities

• 1.1.0 Appointment Integrity and Political Neutrality
• 1.2.0 Oversight of Integrity of Staffing and Political Neutrality
• 1.3.0 Staffing Services and Assessment
• 2.1.0 Internal Services

Key Elements	Indicators	Performance Measures2
Flexibility and Efficiency	Managers' satisfaction with flexibility to carry out staffing processes in an efficient manner Length of time for hiring process Candidates' satisfaction regarding duration of appointment process	Percentage of assessed organizations demonstrating acceptable or strong performance compared to the previous year
Merit (includes Competencies and Official Languages)	Managers' satisfaction with quality of hires Official Language qualifications in staffing (non-imperative appointments where the person does not meet the official language profile within the time periods prescribed by regulations) Candidates' perceptions on whether they were assessed for actual job requirements of the position Candidates' perceptions on whether the posted qualifications and criteria for positions are bias-free and barrier-free PSC founded investigations into staffing Deputy Head investigations into staffing	Percentage of assessed organizations demonstrating acceptable or strong performance compared to the previous year
Non-partisanship	Managers' perceptions of external pressure to select a particular candidate PSC investigations related to political influence in staffing PSC investigations related to the political activities of public servants	Under review Under review Monitor trends
Fairness	Candidates' perceptions of the fairness of the assessment process Percentage of acting appointments with subsequent indeterminate appointment at the same occupational group and level within the same organization Percentage of indeterminate hires coming from (a) casual and (b) term positions within the same organization	Percentage of assessed organizations demonstrating acceptable or strong performance compared to the previous year
Transparency	Organizational staffing priorities and strategies are communicated on organizations' websites; and contents are clearly communicated to managers, employees and employees' representatives where applicable Candidates' perceptions of openness and transparency in internal staffing	Percentage of assessed organizations demonstrating acceptable or strong performance compared to the previous year
Access	Percentage of external appointments that are non-advertised Percentage of external processes advertised nationally to total external advertised processes Percentage of internal appointments that are non-advertised	Percentage of assessed organizations demonstrating acceptable or strong performance compared to the previous year
Representativeness	Staffing-related provisions or initiatives to increase representativeness	Percentage of assessed organizations demonstrating acceptable or strong performance compared to the previous year

Program activity 1.1.0 - Appointment Integrity and Political Neutrality

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 administering delegated and non-delegated authorities and allowing exceptions, as appropriate.

Information, by sub-activity, can be found in the electronic version of this document in the publications section of the PSC Web site at www.psc-cfp.gc.ca.

Program sub-activities

• Policy, Regulation, and Exclusion Approval Orders
• Delegated Appointment Authorities
• Non-delegated Authorities
• Political Activities

Program Activity: Appointment Integrity and Political Neutrality

Resources	2010-2011	2011-2012	2012-2013
Financial ($ thousands)	12,835	12,853	12,853
FTEs	118	118	118

The following table indicates the expected result of the program activity and the performance indicators that will serve to monitor performance.

Key expected result	Key performance indicators	Targets
Recruitment strategies, staffing practices and political activities consistent with the Public Service Employment Act (PSEA) and PSC strategic outcome are implemented across the public service (Expected result refined in 2010-2011 to include political activities)	Level of success in implementing recruitment strategies and staffing practices consistent with the new PSEA and PSC strategic outcome across the public service	Satisfactory findings on the implementation of the new PSEA
	Number of delegation instruments with limitations or conditions imposed by the PSC	Zero
	Level of success in creating employee awareness of their rights and responsibilities under Part 7 of the PSEA, as measured by the timeliness of their requests to participate in political processes (Note 1) Performance indicator added in 2010-2011	100%

Note: The purpose of Part 7 of the PSEA is to recognize the right of employees to engage in political activities, while maintaining the principle of political impartiality in the public service.

Planning highlights

In 2009-2010, the PSC continued its work to conduct an evidence-based assessment of implementation of the PSEA based on four years of operation under the Human Resource Management regime established under the current PSEA. The work has been focused on two issues — whether the Act has been implemented as intended and whether it adequately equips the PSC and other departments and agencies to protect merit and non-partisanship in the years ahead.

During the planning period, research and analysis on key issues related to merit, non‑partisanship, recourse and other aspects of PSEA implementation will be completed, as will engagement with key stakeholders. The PSC will also report the results of its assessment in a special report to Parliament early in 2011.

In addition, non-partisanship is one of the key strategic issues identified for focused attention in the PSC's assessment of the PSEA. During the planning period, the PSC will be making recommendations regarding the mechanisms and approaches that should be used or put in place so that Canadians continue to benefit from a non-partisan public service in the coming decades.

The results of the assessment will be the foundation of the PSC's contribution to the five-year legislative review of the PSEA, which the President of the Treasury Board was designated to lead in July 2009. The PSC will continue to work with the Public Service Modernization Act review committee chaired by the Treasury Board of Canada Secretariat and with members from other central agencies during the planning period to ensure the effective exchange of information and the co‑ordination of efforts, where appropriate.

One of the major projects that has been undertaken as part of the PSC's assessment of the PSEA is the review of the PSC Appointment Policy Framework that establishes requirements for how appointments are to be undertaken across government. Through 2010-2011, the PSC will continue to implement the results of the policy review and adjust delegation and accountability instruments to reflect new requirements.

As changes are made to the appointment framework, the PSC will continue to ensure that departments and agencies are well-supported in the use of their delegated appointment and appointment-related authorities. The PSC will further ensure that these organizations clearly understand and apply the policies and that they seek PSC approval for non-delegated authorities.

A key ongoing commitment under this program activity is the provision of advice and the development of tools to enhance organizational approaches to staffing. The PSC ensures that departments and agencies, managers and human resources (HR) professionals receive relevant policy information and advice in a timely manner and on an ongoing basis.

An important role of the PSC under the PSEA is to safeguard non-partisanship. Today, the safeguarding of the non-partisan character of the public service is taking place in a challenging and complex environment. New recruits to the public service need to understand their roles and responsibilities in a professional, non-partisan public service. In addition, technological, social, economic and legal developments are creating numerous avenues for political activity by public servants. These developments point to a need to clarify and understand what is meant by a "non-partisan" public service with the associated legal rights and obligations, expected behaviours and consequences understood.

Over the planning period, work will continue in order to strengthen communication efforts so that federal employees subject to Part 7 of the PSEA, which recognizes the rights of employees to engage in political activities and safeguards the integrity of the public service staffing system and the political neutrality of the public service, are aware of their rights and obligations, expected behaviours and consequences. This includes ensuring that links to the applicable values and ethics code and to other instruments are clarified in relation to candidacy and other political activities. The PSC will continue to review candidacy requests from employees and, when appropriate, grant permission and leave with regard to federal, provincial, territorial and municipal elections. In addition, the PSC is committed to continuing dialogues with key players on non-partisanship and the public service.

With regard to Employment Equity (EE), the PSC will continue to conduct research and policy analysis, develop EE strategies and provide advice and guidance to departments and agencies. The PSC will maintain liaison and establish partnerships with stakeholders. In addition, the PSC will review existing tools and develop new ones to reflect new requirements stemming from the Policy review to strengthen value-based staffing.

Benefits for Canadians

Merit and non‑partisanship are fundamental elements of a professional, permanent public service that supports a democratic government. Through its policy and regulatory frameworks, the PSC ensures that these core values are safeguarded and that Canadians will continue to benefit from a merit-based, non-partisan federal public service in the coming decades. For Canadians, a non-partisan public service ensures that programs and services are administered in a politically impartial manner and that, during political successions, operations are maintained with uninterrupted services for citizens.

By assisting and guiding deputy heads in the exercise of their authorities, the PSC ensures efficient and effective staffing activity while respecting key public service values. The monitoring of the Public Service Official Languages Exclusion Approval Order ensures that Canadians continue to have access to federal government agencies and that they have access to federal public services career opportunities, and helps safeguard the right of all Canadians to be served in the official language of their choice.

Program activity 1.2.0 - Oversight of Integrity of Staffing and Political Neutrality

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.

Information, by sub-activity, can be found in the electronic version of this document in the publications section of the PSC Web site at www.psc-cfp.gc.ca.

Program sub-activities

• Monitoring
• Audit, Evaluation and Studies
• Investigations Political Activities

Program Activity: Oversight of Integrity of Staffing and Political Neutrality

Resources	2010-2011	2011-2012	2012-2013
Financial ($ thousands)	22,379	22,384	22,384
FTEs	181	181	181

The following table indicates the expected results of the program activity and the performance indicators that will serve to monitor performance.

Key expected result	Key performance indicators	Targets
Organizations have implemented PSC monitoring and audit recommendations and corrective actions as a result of investigations that contribute to safeguarding the integrity of staffing and political neutrality	Percentage of PSC monitoring and audit recommendations and corrective action as a result of investigations implemented by organizations	100%
	Percentage of coverage of oversight activities (monitoring, audits, studies and evaluations)	Cyclical, as all entity audits are conducted within 5 to 7 years
Enhanced risk-based oversight of the integrity of public service staffing	Number of heard complaints to the Public Service Staffing Tribunal	Under development

Planning highlights

The PSC will continue to monitor departments and agencies to assess their compliance with legislative requirements of the PSEA in the context of their delegated authorities through the Departmental Staffing Accountability Report (DSAR) process. This will enable the PSC to evaluate and report on organizational management of staffing and respect for merit, non-partisanship and values. The PSC has significantly reduced the reporting burden on departments and agencies over the last several years (60% reduction on reporting required under the DSAR). It will continue to refine and implement improvements to the leading indicators and the DSAR tools in the context of the Policy Review and the PSEA five-year review.

The PSC will conduct independent audits, investigations and studies, including a study on the use of temporary help within government, and report to Parliament on the integrity of the appointment process. As part of its audit plan, the PSC will undertake six department and agency staffing audits and one follow-up audit (www.psc-cfp.gc.ca/adt-vrf/frame-cadre/2009-2011/index-eng.htm). In 2010-2011, the PSC will continue to audit Immigration and Refugee Board appointments and will also undertake a government-wide audit of appointments from collective staffing processes.

As part of its commitment to continuous improvement, the PSC will work to implement the recommendations outlined in an independent review of the PSC oversight function that was completed in January 2009 (www.psc-cfp.gc.ca/abt-aps/rprt/ovr-srv/index-eng.htm). Specific initiatives that will be undertaken in response to this review include:

• Improving outreach and communication with departments, agencies and auditors across the federal government through proactive presentations, consultations and sharing of PSC staffing methodology;
• Developing and implementing the PSC business intelligence and data management vision and action plan;
• Implementing a customized approach for the assessment of staffing in micro organizations;
• Monitoring separate agencies approved for deployment to PSEA organizations; and
• Posting and updating audit staffing tools and methodology on-line.

To achieve these initiatives the PSC will continue to work with the Treasury Board of Canada Secretariat in the development of People Management Indicators and the Deputy Head Scorecard.

In addition, continued emphasis will be placed on improving efficiencies of the audit cycle, including helping to ensure that employees have the right tools, methodologies and training to undertake the PSC's audit plan. As well, the PSC will improve outreach on oversight activities with key stakeholders and auditors across government to help ensure greater co-ordination and co-operation of audit activities.

In 2010-2011, the PSC will continue to carry out investigations of the staffing system and into allegations of improper political activities of public servants. A key initiative will be to better integrate the investigative function with the audit function; this will bring greater efficiency to the process and will strengthen the findings of both audits and investigations.

Benefits for Canadians

The legislative, regulatory and policy framework safeguarding merit and non‑partisanship in the federal public service are implemented under an accountability regime, culminating in reporting to Parliament. Audits, studies, evaluations and investigations help to ensure access, fairness, transparency, representativeness and non-partisanship in the federal public service staffing process.

Program activity 1.3.0 - Staffing Services and Assessment

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 to public servants, through client service units located across Canada.

Information, by sub-activity, can be found in the electronic version of this document in the publications section of the PSC Web site at www.psc-cfp.gc.ca.

Program sub-activities

• Staffing Services
• Assessment

Program Activity: Staffing Services and Assessment

Resources	2010-2011	2011-2012	2012-2013
Financial ($ thousands) - (Note)	29,729	21,872	21,872
FTEs	429	360	360

Note: Excludes expenditures of $14,000K related to net voting activities for assessment and counselling services offered on a cost-recovery basis.

The following table indicates the expected result of the program activity and the performance indicators that will serve to monitor performance.

Key expected result	Key performance indicators	Targets
Staffing and assessment services and products that meet the needs of federal departments and agencies operating within a more fully delegated staffing environment under the PSEA	Level of client satisfaction with PSC staffing and assessment services and products	High level of satisfaction following client feedback in terms of quality, timeliness and effectiveness

Planning highlights

The PSC will continue to offer high-quality and cost-effective staffing and assessment services for the public service that complement the services available within federal organizations. This will include services such as the centralized job seeker recruitment Web site for Canadians and the external e-Recruitment system that enables departments and agencies to manage large volumes of job applications and implement a national area of selection (NAOS). The PSC will also continue to provide a range of assessment products and services, including standardized selection tests, along with professional services including second official language evaluation (SLE), assessment consultation, test development, executive assessment and counselling services, advice on test accommodation for persons with disabilities, assessment research and test defence when PSC-developed tests are challenged.

To help ensure that services remain relevant, efficient and cost effective, the PSC will seek guidance and/or advice from the Deputy Minister committee appointed by the Clerk of the Privy Council, the Public Service Commission Advisory Committee (DM - PSCAC), along with other advisory committees recently established by the Staffing and Assessment Services Branch (SASB). The PSC will also establish and implement clear service standards against performance indicators and analyze sales and volume data, allowing for closer monitoring of business practices.

The PSC will continue to develop the right infrastructure to operate a successful business. This will include identifying the right service delivery mechanism; reviewing and enhancing products and services to meet the changing needs of the public service; establishing a cyclical review of its fee structure; identifying processes, systems and tools to support cost recovery; and having skilled personnel who can deliver staffing and assessment solutions that meet client needs.

The PSC will continue to develop innovative solutions for recruitment. One such solution is the increased availability of pools of assessed candidates, which maximizes efficiencies by sharing costs and making qualified candidates available to federal organizations on demand. The PSC will also continue to promote better use of existing electronic systems such as the Public Service Resourcing System (PSRS), given their significant benefit to organizations in reducing manual screening, especially for high-volume staffing processes.

The PSC will continue to lead the Public Service Staffing Modernization Project (PSSMP), a project aimed at modernizing government hiring, providing common electronic systems and tools and managing the volume of applications from job seekers. Funding for the PSSMP ends in 2010-2011. The PSC is currently working on establishing a new funding strategy to maintain and ultimately enhance the current system. The current economic situation and other competing Government of Canada priorities necessitated the PSC to revise its strategy in terms of scope and funding. This project, focusing on the development of an e-staffing solution for both internal and external staffing, will continue to move forward pending project and funding approval.

The PSC will advance its assessment innovation through activities such as increasing the number of selection tests available in e-test format, offering e-test administration services in its seven regional offices, assisting organizations interested in establishing their own e-test centres and developing innovative electronic assessment instruments suitable for test administration in non‑proctored settings. The PSC will also continue to modernize its SLE tools and services and monitor the results of these new tools to measure their effectiveness and adjust them as necessary. Work on enhancing test security will also continue, monitoring will be increased and innovative test development measures, such as computer-generated testing, will be introduced.

Benefits for Canadians

Staffing and assessment services help managers identify and hire qualified employees. Systems are in place to link Canadians (including public servants) seeking employment opportunities in the federal public service with hiring departments and agencies. Standardized assessment instruments, professional services and leading-edge techniques such as e-testing support efficient, merit-based appointments through accurate and fair assessment of essential and asset qualifications.

The PSC has become a center of expertise on staffing and assessment services from which hiring managers can benefit when recruiting and assessing candidates. Through programs and initiatives, such as the Post Secondary Recruitment, and ready access to pools of pre‑assessed candidates, federal organizations benefit as a whole through maximized efficiencies, including shared costs and candidate referrals on demand.

The PSRS has been a key enabler in the implementation of the NAOS, which opened 100% of externally-advertised federal jobs to candidates living anywhere in Canada and to Canadians living abroad, as of December 2008.

The PSSMP will provide an efficient merit-based staffing system that will support fair, accessible and transparent hiring processes and deliver programs and services to Canadians in a timely manner.

Program activity 2.1.0 - Internal Services

The Internal Services program activity develops and monitors corporate management planning frameworks and policies related to the Management Accountability Framework, finance, HR management, information technology, 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.

Program Activity: Internal Services

Resources	2010-2011	2011-2012	2012-2013
Financial ($ thousands)	34,019	33,654	33,654
FTEs	302	299	299

The following table indicates the expected result of the program activity and the performance indicators that will serve to monitor performance.

Key expected result

Key performance indicators

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 Sound independently assessed management systems for the PSC are maintained Organizational performance measurement framework supports decision making (e.g.  monthly reports, quarterly reporting on operational plan and ongoing financial reporting) Improved integrated planning, as indicated in the Staffing Management Accountability Framework and DSAR, and the Integrated HR / Operational Plan and Quarterly Reports, 2010-2011 Improved Talent Management (TM), as indicated through the number of expressions of interest and participants in TM opportunities Increased employee engagement as measured by the results of the Employee Engagement Survey (EES) Implementation of a streamlined cost recovery billing process and renewed Revenue Management System

Planning highlights

In 2010-2011, the PSC will be building on the model organization that it has established over the past several years — an organization that ensures sound, effective and efficient management practices and employee engagement to support the delivery of the PSC's mandate.

The PSC will continue to ensure that strong financial management controls are in place and to have its financial statements independently audited.

Internal Services provides corporate support that forms part of the cost-recovery activity. More precisely, we will continue to provide assistance to Staffing and Assessment Services Branch in its cost-recovery endeavour through streamlined billing processes and a renewed revenue management system.

Work over the planning period will also focus on ensuring that the PSC remains a place where the workforce is representative of the Canadian population and where employees are respected, valued and undertake rewarding work, are productive and have the opportunity to develop their skills and abilities. To support this, we will continue initiatives such as Corporate Learning Strategy and Talent Management aimed at development and retention at all levels. In order to gauge our progress towards a model organization and to take the pulse of employees, the PSC will again undertake an Employee Engagement Survey. Results of this survey will be used to modify and better focus HR practices and plans to improve employee engagement. The offices of the Ombudsman and Access to Information continue to foster workplace harmony and communications.

The PSC will continue to increase opportunities for communication among employees and with management about work and workplace-related issues. Examples include continued postings by the President to an internal blog; more town halls and retreats; the introduction of an employee panel at the PSC's fora; as well as new training for employees on how the PSC works, and for managers on effective communication.

The PSC will establish an innovative corporate-wide Privacy Impact Assessment to ensure that PSC data management meets the needs of the organization while respecting Privacy legislation.

We will continue to further strengthen integrated planning of HR, finance, information management / information technology and communication functions to provide the necessary information for decision making and risk management.

Finally, Internal Services will support the President in providing answers to Parliamentarians -- either in bilateral meetings with MPs and Senators or at appearances before Parliamentary committees -- on issues raised by the Treasury Board of Canada Secretariat, the Office of the Chief Human Resources Officer, other organizations, unions or the Public Service Commission during the course of the assessment of the PSEA.

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