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President's Message

I am pleased to present the Public Service Commission (PSC)’s 2011-2012 Report on Plans and Priorities.

The PSC is an independent agency reporting to Parliament, mandated to safeguard the integrity of the public service staffing system and the political neutrality of the federal public service. We also recruit qualified Canadians from across the country. Under the delegated, values-based staffing system envisioned in the Public Service Employment Act (PSEA), the PSC fulfills its responsibilities by providing clear policy direction, conducting effective oversight, delivering innovative staffing and assessment services and reporting to Parliament on the performance of the staffing system.

The priorities for this planning period include ensuring a smooth transition to a new Commission and changes in executive leadership, as reflected in our first priority. My mandate and the terms of the part-time Commissioners will end in May 2011. Some key members of the executive management team are also leaving. We have implemented a strategy to manage this transition; succession planning and knowledge transfer are already underway.

Under our second priority, we will address the results of the five-year review of the PSEA. We will be tabling a Special Report to Parliament that will provide the results of our assessment as to whether the Act has been implemented as intended, and whether it adequately equips the PSC and others to protect merit in appointments and the non-partisanship of the public service in the years ahead. We will also be updating our own policies as a result of the review, and providing managers with guidance and training to strengthen their understanding of the values-based system.

Our third priority is to provide ongoing independent oversight and assurance to Parliament on the integrity of the staffing system and the non-partisanship of the federal public service. In January 2009, we received the recommendations of the Independent Review Committee on Public Service Oversight. We have now addressed all major recommendations and will implement any outstanding recommendations as part of our operational plan. We will make further improvement in the coordination of the activities of our Investigations Directorate and our Audit and Data Services Branch, and in our monitoring and reporting of organizational delegations.

With respect to our fourth priority, to provide quality selection services, we will be creating a staffing and assessment centre of expertise. We will maintain and enhance the capacity of the Public Service Resourcing System, aiming to integrate internal staffing with our external staffing system and provide more efficient services to organizations across the public service.

Our fifth and final priority is to build on the achievements we have made in developing the PSC as a model organization. We will take further steps to improve our work and workplace including measures in response to the feedback we receive from employees in our annual employee survey. A renewed Corporate Learning Program will help our workers prepare for future challenges. We will also move forward with the preparations for our relocation to Gatineau in 2013, and take full advantage of the opportunities this affords us for renewal.

During this reporting period, we will be into our final year of the phased implementation of the 5% budget reduction resulting from the government’s 2009 horizontal strategic review of human resources management. We also estimate that we have to reduce expenditures by 1.3 % annually to cover the operational budget freeze resulting from Budget 2010. Our plans have accounted for those reductions. However, it will result in a slowing of some activities and greater demands placed on staff. To this point we believe that it is manageable although with some increased risk.

Implementing our priorities would not be possible without the engagement of all our employees and their sustained commitment to excellence in carrying out our mandate on behalf of Parliament and all Canadians. We also look forward to continuing our work with parliamentarians and deputy heads to help ensure that Canadians continue to be served by a highly competent, non-partisan and representative public service for which Canada is internationally recognized.

I would like to thank all employees for their hard work, professionalism, and dedication during my term as President. I know that they will extend the same support to the new Commission.

Maria Barrados, PhD
President
January 21, 2011

Section I - Public Service Commission Overview

Raison d'être and responsibilities

Public Service Commission's Strategic Outcome and Program Activity Architecture

The PSC Program Activity Architecture consists of one strategic outcome and four program activities.

Strategic Outcome and Program Activity Architecture

Strategic outcome	Program activities	Program sub-activities
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.	1.1.0 Appointment Integrity and Political Impartiality	1.1.1 Policy, Regulation and Exclusion Approval Orders 1.1.2 Delegated Appointment Authorities 1.1.3 Non-delegated Authorities 1.1.4 Political Activities
	1.2.0 Oversight of Integrity in Staffing	1.2.1 Monitoring 1.2.2 Audit and Data Services 1.2.3 Investigations
	1.3.0 Staffing Services and Assessment	1.3.1 Staffing Services 1.3.2 Assessment
	2.1.0 Internal Services (These services contribute to all program activities.)	2.1.1 Governance and Management Support 2.1.2 Resource Management Services 2.1.3 Asset Management Services

Planning Summary

Financial and human resources

Resources	2011–12	2012–13	2013–14
Financial ($ thousands)	97,345	96,858	96,858
FTEs	985	973	973

Planning summary table

The following is a summary of expected results and financial resources associated with each program activity that contributes to the achievement of the PSC’s strategic outcome.

Strategic Outcome: To provide Canadians with a highly competent, non­partisan 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.

Expected results and financial resources associated with each program activity

Program Activity	Expected Results	Forecast Spending ($thousands)	Planned Spending ($thousands)			Alignment to Government of Canada Outcomes
		2010-2011	2011–12	2012–13	2013–14
1.1.0 Appointment Integrity and Political Impartiality	Expected result 1: Organizations have clear, comprehensive mechanisms in place to manage delegated staffing authority and accountability for results Expected result 2: The use of both official languages within the public service is protected Expected result 3: Persons with priority rights have access to public service jobs Expected result 4: Employees respect the provisions related to political activities pursuant to Part 7 of the PSEA	13,215	13,063	13,052	13,052	Government Affairs – Well-managed and efficient government operations
1.2.0 Oversight of Integrity in Staffing	Expected result: Enhanced risk-based oversight of the integrity of public service staffing	22,818	21,781	21,781	21,781
1.3.0 Staffing Services and Assessment1	Expected result: Staffing and assessment services and products that meet the needs of federal organizations operating within a more fully delegated staffing environment under the PSEA	32,178	28,556	28,085	28,085
2.1.0 Internal Services	Expected result: Sound and effective management practices and support functions for the delivery of the PSC’s mandate	36,910	33,945	33,940	33,940
Net Planned Spending			105,1212	97,3453	96,858

Forecast and Planned spending figures in this section are presented on a modified cash basis used to determine appropriation. The information used in the annual financial statements is presented on an accrual basis: detailed future-oriented financial information presented on an accrual basis, and a reconciliation schedule, are available in Part 2 of the 2011-2012 Report on Plans and Priorities which is posted on the PSC Website.

Contribution of Priorities to the Public Service Commission's Strategic Outcome

The PSC will focus its attention and resources on the following priorities in order to achieve its strategic outcome during the planning period.

Operational priorities

Priority I: Ensure a smooth transition to a new Commission

Type of Priority: New

Why this is a priority: The mandates of both the President and the Commissioners will end in May 2011. The President and other Commissioners are appointed by the Governor in Council. The appointment of the President will be made by commission under the Great Seal, after approval by resolution of the Senate and House of Commons. All the members of the new Commission will therefore have to become familiar at the same time with the elements of their new duties. Managing this transition is key to ensuring that timely, informed decisions are made by the Commission. At the same time, key members of the executive will be leaving.

Linkages to Program Activities (PA):

• 1.1.0 Appointment Integrity and Political Impartiality
• 2.1.0 Internal Services

Key actions in support of Priority I for 2011-2012 are:

1. Succession planning (PA 2.1.0)
2. Knowledge transfer to new Commissioners (PA 1.1.0 and 2.1.0)

Priority II: Address the results of the five-year review of the Public Service Employment Act (PSEA)

Type of priority: New

Why this is a priority: The results of the five-year review of the PSEA led by the President of the Treasury Board, and the PSC’s own assessment of the implementation of the Act, to be tabled in Parliament in the spring of 2011, will help set future directions for human resources management in the public service. This is to ensure that Canadians continue to benefit from a highly competent, non-partisan and representative public service, able to provide service in both official languages and in which appointments are based on the values of access, fairness, transparency and representativeness.

Linkages to Program Activity (PA):

• 1.1.0 Appointment Integrity and Political Impartiality

Key actions in support of Priority II for 2011-2012 are:

1. Follow through on the PSC Special Report to Parliament
2. Put in place policy changes resulting from the five-year review of the PSEA
3. Strengthen understanding of the modernized staffing system

Priority III: Provide ongoing independent oversight and assurance to Parliament on the integrity of the staffing system and the non‑partisanship of the federal public service

Type of priority: Previously committed

Why this is a priority: The PSC conducts independent audits and studies. These assist the PSC in fulfilling its accountability to Parliament for overseeing the integrity of public service appointments and protecting non-partisanship. We monitor our delegation agreements and conduct investigations to implement corrective measures.

Linkages to Program Activity (PA):

• 1.1.0 Appointment Integrity and Political Impartiality
• 1.2.0 Oversight of Integrity in Staffing

Key actions in support of Priority III for 2011-2012 are:

1. Integrate the few remaining actions in response to the January 2009 "Review of Public Service Commission Oversight" report into Operational Plans and continue to monitor implementation (PA 1.1.0)
2. Co-ordinate Investigations activities with those of Audit (PA 1.2.0)
3. Conduct a review of the Staffing Management Accountability Framework including related tools (e.g., Departmental Staffing Accountability Report (PA 1.2.0)

Priority IV: Provide quality selection services

Type of priority: Revised

Why this is a priority: The PSC supports merit-based appointments by providing quality and cost effective staffing and assessment services that complement services available within other federal organizations. This includes the availability of professionally developed, standardized assessment tools. Through the availability of systems such as the Public Service Resourcing System (PSRS), hiring managers also benefit from screening tools and strategies that allow for effective volume management, targeting the right choice and facilitating collective staffing processes.

Linkages to Program Activity (PA):

• 1.3.0 Staffing Services and Assessment

Key actions in support of Priority IV for 2011-2012 are:

1. Create a centre of expertise in staffing and assessment
2. Enhance the PSRS, including the integration of internal staffing
3. Optimize operational processes through better business analysis, increased standardization and improved monitoring
4. Strengthen our marketing and strategic partnerships

Management priority

Priority V: Build on the PSC as a model organization

Type of Priority: Previously committed

Why this is a priority: Sound, effective and efficient management practices and employee engagement for the delivery of the PSC’s mandate must be ensured.

Linkages to Program Activities (PA):

• All Program Activities

Key actions in support of Priority V for 2011-2012 are:

1. Ensure a workforce ready to meet future challenges, through tools such as the Corporate Learning Program
2. Explore innovative, risk-based options to enhance human resources services
3. Prepare for relocation to Gatineau in 2013

Risk Analysis

Public Service Commission operating environment

Public servants are affected by a multitude of factors including the pace of technological change, changing population demographics and an increased focus on transparency and accountability. The way we work continues to evolve rapidly.

The broader environment in which the legislation operates has also changed since the legislation was first drafted in 2003. The economy is slowly recovering from a global recession, federal and provincial deficits are at record levels and program reviews and frozen operational budgets are today’s reality. At the same time, strong oversight and accountability for staffing are essential. Within this broad context, achieving the desired outcomes of the Public Service Employment Act (PSEA) requires sustained efforts.

External risks and challenges

The PSEA, which came into force five years ago, is the most ambitious attempt to modernize staffing and human resources management practices in almost 40 years. Although a well functioning staffing model has been implemented, there is still more to be done before the Act’s intended effects and benefits can fully be realized.

Over the past five years, one of the most significant changes has been the creation of a robust oversight regime to balance the increased flexibility and delegation the PSC has put in place to reflect the spirit of the preamble to the PSEA.  In January 2009, the PSC released a report on the state of PSC oversight and has now implemented all major recommendations. Those few that do remain have been rolled into on-going resource and budget plans. The report drew attention to the need to improve existing data sources and the development of new ones in order to provide reliable, timely information for both organizations and the PSC. This will be critical to tracking progress and proactively adjusting to trends as they occur.

The PSC is responsible for managing the political activities provisions of the Act which apply to those employed under the PSEA, as well as over 45 000 additional individuals who are employed in six organizations whose enabling legislation provides that the political activities provisions of the PSEA apply. It is imperative to ensure the political impartiality of the federal public service while educating individual employees about their rights and obligations with regard to involvement in political activities. This comes at a time when the very definition and nature of political activities are changing as technologies converge and citizen activism increases. The PSC will have to keep pace with these developments.

Internal risks and challenges

The terms of the current President and Commissioners will expire in May 2011, at a critical point in the preparation of the PSC Annual Report and Audit findings to be tabled in Parliament in early fall. Consideration of recommendations from the PSEA Five-Year Report and the PSC Special Report will also be underway. The most important challenge in 2011-2012 will be ensuring a smooth transition between the outgoing and incoming Commissions.

There will also be significant turnover in the senior management ranks within the PSC, which could result in new leaders who have limited direct experience with the PSEA’s policies and operations. The new senior management cadre will be expected to provide seamless support to the Commission in the development and communication of the unique views of the PSC. In order to ensure this, implementation of a comprehensive succession and knowledge transfer plan is already underway.

The PSC also provides quality selection services on a competitive, cost recovery basis. The challenge is to put in place a model that allows the PSC to assess client satisfaction and estimate their future needs; expand its cost recovery services; and estimate demand more effectively.

Gains from the use of technology have still not been fully optimized. A novel approach developed in fiscal year 2010-2011 was to have Public Service Resourcing System operations and enhancements funded by 37 user organizations. As a result, the PSC has been able to continue this important service at a time when budgets continue to shrink. The PSC will need to maintain the confidence and support of user organizations by putting in place a strong, inclusive governance structure and continuing to manage expectations.

Finally, the PSC remains committed to being a model organization. It will have to keep its employees fully engaged, while realigning and streamlining work, as well as addressing the opportunities and challenges that the preparation for the relocation to Gatineau in 2013 will present. It will also be important to factor in growing resourcing pressures, which will result in a slowing of some activities and greater demands placed on staff. To this point we believe that the situation is manageable although with some increased risk. We have implemented the new restrictions of the Directive on the Management of Expenditures on Travel, Hospitality and Conferences as of January 1, 2011. The PSC will keep travel, hospitality and conference expenditures well within the 2008-2009 levels. To this end, we have implemented measures to increase the use of teleconferencing and video-conferencing.

Corporate risk profile and mitigation strategies

The PSC approaches risk as an integral part of its planning process, recognizing the need for strong risk management in all of its operations, as well as at the corporate level. The PSC‘s corporate risk profile, review of budgetary challenges, management practices and risk mitigation strategies are all monitored on a regular basis by its senior management. Further details on the PSC corporate risk profile are available in the electronic version of this document in the publications section of the PSC Web site www.psc-cfp.gc.ca.

Expenditure Profile

Spending trend

The following graph illustrates the PSC’s spending trend from 2007-2008 to 2013-2014. This graph includes planned spending for Assessment Services, for which the PSC has had authority from Treasury Board of Canada Secretariat since 2005-2006 to use cost recovery.

Spending Trend - Long Description

Analysis of the spending trend

It should be noted that the actual spending amounts for 2007-2008 to 2009-2010, the forecast spending amount for 2010-2011 and the planned spending amounts for 2011-2012 to 2013-2014 are not fully comparable due to some budgetary items that are not included in the initial yearly PSC appropriations.

Following is a table of the aforementioned budgetary items and the yearly allocations, as applicable:

Budgetary items and the yearly allocations

Budgetary items not included in the initial yearly PSC appropriations (In thousands of dollars)	Yearly allocations, as applicable ($ - thousands)
	2007-2008	2008-2009	2009-2010	2010-2011	2011-2012 an ongoing
Severance pay, parental benefits and vacation credits payable upon termination of employment	3,453	3,630	4,237	3,927	-
Carry forward (year-over-year variation)	146	(146)	1,619	2,252	-
Total	3,599	3,484	5,856	6,179	-

Secondly, the planned spending for 2011-2012 of $97,345K represents a decrease of $7,776K from the forecast spending of $105,121K in 2010-2011.

The following table explains the variation between the 2010-2011 forecast spending and the 2011-2012 planned spending figures:

Variation between the 2010-2011 forecast and 2011-2012 planned spending figures

Item	Amount ($ - thousands)
Severance pay, parental benefits and vacation credits payable upon termination of employment	($3,927)
Net carry forward used	($2,252)
Additional reduction related to the Human Resources Horizontal Review	($1,551)
Other	($46)
Total reduced spending	($7,776)

Finally, the planned spending for 2012-2013 and 2013-2014 of $96,858K represents a reduction of $487K from the 2011-2012 planned spending of $97,345K, which is mainly due to a reduction for the Public Service Staffing Modernization Project.

Estimates by Vote

For information on our organizational votes and/or statutory expenditures, please see the 2011-2012 Main Estimates publication. An electronic version of the Main Estimates is available at www.tbs-sct.gc.ca/est-pre/2011-2012/me-bpd/info/info-eng.asp.

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