Section II - Analysis of Program Activities by Strategic Outcome

The Public Service Commission (PSC) has one strategic outcome supported by four expected results related directly to core public service values, and four program activities. The achievement of the strategic outcome will be measured through the key elements indicated in the following table, followed by a more detailed breakdown by Program Activity. The indicators and performance measures have been refined for 2011-2012.

Expected Results Related to Public Service Values

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 Activity: 1.1.0 – Appointment Integrity and Political Impartiality

The Appointment Integrity and Political Impartiality activity is focused on independently safeguarding merit and non-partisanship in the federal public service. This activity includes developing and advancing strategic policy positions and directions; conducting policy research; establishing PSC policies and standards; providing advice, interpretation and guidance; and administering delegated and non-delegated authorities.

Program sub-activities

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

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.

The following table identifies the expected results of the program activity and the performance indicators that will be used to monitor performance.

Planning highlights in support of the Public Service Commission priorities

Priority I – To ensure a smooth transition to a new Commission – The key actions that will be undertaken in 2011-2012 are:

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

The PA 1.1.0 Action Plan in support of Priority I – key action 1 – is to develop, advance and provide strategic policy positions and directions for the new President and Commissioners.

Priority II – To address the results of the Five-year Review of the Public Service Employment Act (PSEA) – The key actions that will be undertaken 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

The PA 1.1.0 Action Plan in support of Priority II – key action 1 – is to lead the follow-up to the recommendations and future directions related to merit, non-partisanship and recourse set out in its Special Report to Parliament on how to realize the full potential of the Public Service Employment Act (PSEA), to be tabled in the spring of 2011.

The PA 1.1.0 Action Plan in support of Priority II – key action 2 – is to collaborate with the Public Service Modernization Act (PSMA) review team and partners to follow-up on the results of the legislative review of the PSMA being led by the President of the Treasury Board.

The PA 1.1.0 Action Plan in support of Priority II – key action 3 – is to provide information and communication on policy and legislation changes and to table, in the fall of 2011, an Annual Report to Parliament on the integrity of the staffing system and the non-partisanship of the public service.

Priority III – 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 – The key action that will be undertaken in 2011-2012 is:

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

The PA 1.1.0 Action Plan in support of Priority III – key action 1 – is to continue to revitalize the Public Service Commission Advisory Council. The Council consists of members representing bargaining agents, departments and central agencies and provides a forum for discussion and consultation on matters related to the PSEA.

Other actions to be undertaken in support of Program Activity 1.1.0

The PSC will continue to set clear expectations of a well-managed appointment system through values, policies and regulations.

In 2010-2011, the PSC furthered its work on the assessment of the PSEA. Through evidence-based policy research and stakeholder consultations, the PSC identified potential amendments to the PSC appointment policies to clarify its expectations for a well-managed appointment regime. During the planning period, the PSC will implement the proposed amendments to its appointment policy suite and will ensure full policy and regulatory alignment with any changes resulting from the Five-Year PSEA Review.

The PSC will continue to work closely and liaise with managers, HR communities, departments and central agencies in 2011-2012 to ensure effective information exchange and co-ordination of efforts, where appropriate, to fully implement the policy changes resulting from the legislative and policy reviews. In 2011-2012, the PSC will play a leadership role in strengthening public servants’ understanding of a modernized staffing system through tools and guidance.

The PSC will continue to conduct policy evaluations, analyses of Public Service Staffing Tribunal trends and risk analyses of complaints and decisions to ensure that the requirements are clear and effective. The PSC will enhance its capacity to perform evidence-based analysis through various activities such as conducting a literature review on the recruitment rate of the employment equity group “persons with disabilities”, analyzing recruitment data and developing strategies to address the issue.

The PSC will also continue to reinforce the non-partisanship of the public service through enhanced communications.

In 2011-2012, the PSC will continue to broaden its dialogue with stakeholders on safeguarding the non-partisanship of the public service, and enhance communications on non-partisanship including its renewed vision and any changes to the PSC’s policy or regulatory tools.

Benefits for Canadians derived from Program Activity 1.1.0

A professional, merit-based, non-partisan public service is essential to Canada’s system of democratic governance and the economic and social well-being of the country. Canadians count on the federal public service to deliver reliable, essential programs and services without favour or bias and to provide independent, expert advice to ministers on complex policy matters. Through its policy and regulatory frameworks, the PSC ensures that the core values of merit and non-partisanship are safeguarded and that Canadians will continue to benefit from a merit-based, non-partisan federal public service in the coming decades.

Through evidence-based policy research and analysis, the PSC maintains a clear, relevant and effective policy framework and regulatory instruments that give effect to the legislation and ensure a well-functioning staffing system for the benefit of all Canadians.

Program Activity: 1.2.0 – Oversight of Integrity in Staffing

The Oversight of Integrity in Staffing 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 that staffing is free from political influence. This activity includes monitoring departments’ and agencies’ staffing performance and compliance with legislative requirements; conducting audits and studies; carrying out investigations; and reporting to Parliament on the integrity of public service staffing.

Program sub-activities

• Monitoring
• Audit, and Data Services
• Investigations

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.

The following table identifies the expected results of the program activity and the performance indicators that will be used to monitor performance.

Planning highlights in support of the Public Service Commission priorities

Priority III – 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 – The key actions that will be undertaken in 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 (See PA 1.1.0)
2. Coordinate Investigations activities with those of Audit
3. Conduct a review of the Staffing Management Accountability Framework (SMAF),including related tools, e.g. the Departmental Staffing Accountability Report

The PA 1.2.0 Action plan in support of Priority III – key action 1 – is to work to complete the implementation of the action plan in response to the January 2009 "Review of Public Service Commission Oversight" report. Over the planning period, efforts will focus on several action areas including continuing to increase audit efficiencies and building capacity, by pursuing the efforts to strengthen audit methodology and tools, streamlining the audit approach and implementing learning and development strategies. Moreover, the PSC will be seeking opportunities to coordinate and collaborate with the Office of the Comptroller General and the Office of the Auditor General to help minimize duplication and overlap of departmental audits. Building on the progress made to date, the PSC will also continue to undertake outreach and communication to help support a better understanding of the PSCs audit mandate and processes. An important initiative here will be to continue to provide opportunities to the Internal Audit Community to participate in PSC audit training programs and provide access to all government organization to PSC audit training material and methodologies through GCPedia.

The PSC will also continue to improve the overall effectiveness of its data monitoring activities through the implementation of the first year of the long-term plan for Business Intelligence & Enterprise-wide Data Warehouse. This includes continuing working with departments and central agencies to contribute to a streamlined government-wide approach to data collection and IT system support.

The PA 1.2.0 Action plan in support of Priority III – key action 2 - is to co-ordinate Investigations activities with those of Audit. During 2011-2012, the PSC will refine mechanisms and protocols to better align jurisdiction and audit methodologies through a pilot project.

The PSC will continue to support corporate reporting initiatives and respond to the ad hoc data needs of clients and stakeholders.

The PA 1.2.0 Action plan in support of Priority III – key action 3 – is to continue to refine and implement improvements to the SMAF indicators and the assessment tools with the expectation to target staffing areas of concern, reduce reporting burden on departments and agencies and capture realistic results. It will continue to improve the SMAF assessment process in the context of the Policy Review and the PSEA five-year review.

Other actions to be undertaken in support of Program Activity 1.2.0

The PSC will oversee the public service staffing system as required by the PSEA; therefore, as an assurance to Parliament, the PSC will monitor delegated authorities exercised by deputy heads.

The PSC will continue to set clear expectations of a well-managed appointment system through values, policies and regulations. The PSC will continue to work with the TBS in the development of People Management Indicators and the Deputy Head Scorecard.

The PSC will deliver on the Audit and Studies Plan for 2011-2012. The PSC will conduct independent audits and studies and report to Parliament on the integrity of the appointment process. As part of its Audit and Studies Plan, the PSC will undertake up to 12 organization audits and will table the results of one follow-up audit. In 2011-2012, the PSC will also undertake a government-wide audit of the Priority Information Management System, a study of the approach to measuring time to staff, a study of the quality of departmental staffing data and eight updates to previously released statistical studies. The report “Review of Public Service Commission Oversight” made a number of recommendations that have lead the PSC to commit to a 5 to 7 year audit cycle for those organizations who have signed an Appointment Delegation and Accountability Instrument (ADAI). By the end of 2011-2012, approximately one third of all ADAI organizations will have been audited (www.psc-cfp.gc.ca/adt-vrf/frame-cadre/2010-2012/index-eng.htm).

Continuous improvement of audit efficiencies and reporting.

As part of its commitment to continuous improvement of audit efficiencies and reporting, the PSC will continue to standardize its audit methodology and implement the Quality Management Framework. The PSC will continue to address recommendations in the Oversight Review, to improve communication and outreach to stakeholders while working in partnership with other parts of the PSC to streamline processes.

The PSC will develop and implement the first year of a long-term plan for a Business Intelligence and Enterprise-wide Data Warehouse environment to support improved data analysis and reporting.

The PSC will achieve a target of five appearances at Parliamentary standing committees. Setting and achieving five appearances at the standing committees is critical to building and maintaining strong relations with Parliamentarians. Effective preparation is essential, requiring ongoing liaison with the members of the committees as well as the committee clerks. Timely follow-up is important to ensure that any requests for supplementary information are handled quickly and the responses are provided to the committees.

Benefits for Canadians derived from Program Activity 1.2.0

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 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.

Program sub-activities

• Staffing Services
• Assessment

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.

Note 1: The figures have been reduced by $14,000 to reflect the revenues related to net voting activities for assessment and counselling services offered on a cost-recovery basis.

The following table identifies the expected results of the program activity and the performance indicators that will be used to monitor performance.

Planning highlights in support of the Public Service Commission priorities

Priority IV – To provide quality selection services – The key actions that will be undertaken in 2011-2012 are:

1. Create a Centre of Expertise in staffing and assessment
2. Enhance the Public Service Resourcing System (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

Overview of the Action Plan in support of PA 1.3.0: In 2011-2012, through its offices located across the country, the PSC will continue to offer high quality, innovative and cost effective staffing and assessment products and services from which hiring managers can benefit when recruiting and assessing qualified candidates. The PSC's Staffing and Assessment Services Branch will also be reviewing its governance and business plan to position itself to deliver on its priorities in the most optimal and efficient way. The PSC will continue to develop the right infrastructure to operate a successful branch. This will include identifying the right service delivery mechanism; reviewing and enhancing products and services to meet the changing needs of the public service; identifying processes, systems and tools to support cost recovery; and having skilled personnel who can deliver staffing and assessment solutions that meet client needs.

Key actions 1, 3, and 4: This year, increased focus will be placed on creating a Centre of Expertise in staffing and assessment services through the use of standardized products and services along with quality control measures to identify gaps and improved efficiencies and examine business practices through continued monitoring of our service standards and client feedback. Increased effort will be made to analyze sales and volume data and improve reporting on sales and client activities. A co-ordinated marketing approach for our product and service offerings, continued promotion of the PSC’s Executive Resourcing Services, and enhancing relationships with our partners are also planned.

Key action 4: To help ensure that its product and service offerings and activities remain relevant, efficient and cost effective, the PSC will continue to seek guidance and/or advice from its advisory committees. Regional directors will continue to represent the PSC as regional executive heads at their respective federal council and executive committees, discussing regional issues as they relate to staffing and the PSC.

Key actions 1, 3 and 4: In order to ensure the maximum value of its assessment services, the PSC will closely examine the assessment needs of departments and agencies, review the current complement of its products and services and seek efficiencies in the way these are delivered to its clients. The PSC will continue to promote the value of assessment for developmental purposes, offering assessment packages that will allow individuals to identify their strengths and weaknesses, assess their leadership potential, understand their career options etc. Through ongoing research and development, the PSC will use technology to modernize its assessment products and services, spread best practices in assessment, and improve test security. Technology is expected to be at the core of the PSC’s centre of expertise in assessment and will be achieved through a range of technological innovations.

Key actions 2 and 3: The current economic situation and other competing Government of Canada priorities necessitated that the PSC to revise its strategy in terms of scope and funding for the Public Service Staffing Modernization Project (PSSMP). As of April 2011, the PSSMP will be moving to ongoing operations and the PSC will continue to maintain, operate, enhance and manage the existing Public Service Resourcing System (PSRS) for the Government of Canada’s staffing processes. To help guide PSRS decisions for 2011-2012 and beyond, the PSC, in consultation with its partners, will establish a strong and inclusive governance structure.

Key actions 1, 2, and 4: The PSC will continue to look for opportunities to improve services such as the centralized job seeker recruitment Web site for Canadians and the external e-recruitment system that enable departments and agencies to manage large volumes of job applications. In its development of innovative solutions, the PSC will be implementing the first year of a 3-year re-design plan for the Post Secondary Recruitment program, which will maximize efficiencies, reduce costs, better meet client needs and be more job seeker-centric. Work will continue on the development of a virtual career space, allowing the PSC to hold career fairs on-line, attracting a diverse group of talented people who may not otherwise attend these events.

Key action 2: Finally, in support of public service staffing modernization, the PSC has initiated the process of bringing both the external (PSRS) and internal (Publiservice) staffing systems together under the PSC. If approved by Order-in Council, the integration will begin in 2011-2012.

Benefits for Canadians derived from Program Activity 1.3.0

Staffing and assessment services help managers identify, assess and select qualified employees. Existing systems link Canadians seeking employment opportunities in the federal public service with hiring organizations.

Managers can benefit from our quality staffing and assessment services when recruiting and assessing candidates. As well, professionally developed, standardized assessment tools are central to supporting appointments that are based on merit. The best practices in assessment offered by the PSC ensure that staffing values such as fairness, access and transparency are achieved in selection processes. Leveraging technology improves the efficiency and effectiveness of assessments, enhances test security, ensures efficient and timely communication between hiring managers and applicants, and helps ensure the responsible use of public funds.

Through the redesign of programs such as the PSR program, the PSC is better able to meet candidate job expectations while being more job seeker-centric. By initiating the process of bringing together both internal (Publiservice) and external (PSRS) staffing systems, the PSC continues to support public service staffing modernization.

Together, these changes will enable faster and better hires, improve oversight and reporting and ensure better service delivery to Canadians.

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, human resources (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.

The following table identifies the expected results of the program activity and the performance indicators that will be used to monitor performance.

Planning highlights in support of the Public Service Commission priorities

Priority I – To ensure a smooth transition to a new Commission – The key actions to be undertaken in 2011-2012 are:

1. Succession planning
2. Knowledge transfer to new Commissioners

Key action 1: Work over the 2011-2012 planning period will see the Public Service Commission (PSC) going through major change in senior management. A succession plan will be implemented and strategic briefings delivered to ensure a smooth transition.

Key action 2: In 2011-2012, the PSC will provide briefing materials for the new President and Commissioners, apprising them of the key elements of legislation, environmental scans, internal administrative matters and major upcoming decision points. Briefing sessions will be provided internally and with key partner organizations.

The PSC will deliver its internal plan regarding audits and advisory services while emphasizing the renewal of its Internal Audit Committee and taking measures to further strengthen its quality control process.

Priority V – To build on the PSC as a model organization – Key actions to be undertaken in 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 (HR) services
3. Prepare for relocation to Gatineau in 2013

Key action 1: In support of the model organization, human resources (HR) will deliver on action plans to achieve better integration of HR planning with operational and strategic planning.

During the planning period, the people management strategy will focus on the realignment of the learning curriculum as a complement to developmental opportunities. This will ensure workforce readiness and respond to the need for emerging competencies, employee retention and knowledge transfer.

Key action 2: The annual Employee Engagement Survey and resulting action plan will address employee concerns such as improved communications and career development. HR services will focus on strategies addressing work standards that enhance partnerships with clients and foster innovative solutions.

Key action 3: A project management office will lead the Gatineau 2013 relocation of the PSC offices in the National Capital Region to one location in Gatineau, Québec. A team of specialists will lead us through the development, planning and implementation phases, ensuring successful completion of the move by the spring of 2013.

Other actions to be undertaken in support of Program Activity 2.1.0

In 2011-2012, the PSC will continue to strengthen the integrated planning, reporting and risk management processes for the human resources (HR), finance, information management/information technology and communications functions in order to improve the timeliness and utility of decision-making support tools delivered to senior management.

The PSC will identify and manage financial risks and mitigation strategies related to cost recovery operating activities, budget reductions, and challenges associated with new initiatives.

The PSC will continue to implement its medium-term plan to ensure that its library remains a flexible and responsive centre of information and knowledge support.

The PSC will benefit from improved information technology services by enhancing project management practices, strengthening the alignment between related investment and business requirements, and engaging in government-wide shared services initiatives as appropriate.