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President's Message

I am pleased to present the 2012-2013 Report on Plans and Priorities of the Public Service Commission (PSC).

The PSC is an independent agency accountable to Parliament, mandated to safeguard the integrity of the public service staffing system and the political neutrality of the Federal Public Service. 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 programs and services, and reporting to Parliament on the performance of the staffing system and non-partisanship in the public service.

Our six priorities for this planning period reflect the evolving context for the public service and set the course for our organization in responding effectively to those realities.  For this planning period we will ensure a smooth transition to a new Commission. We have a strong executive management team in place. Our planning, as well as the commitment to excellence that PSC employees have consistently demonstrated, will  provide the necessary support to the new Commission.

Through the provision of sound policy advice, the PSC will support departments and agencies in responding to their staffing needs relating to work force adjustments. We will also provide expertise in assessment to support departments and agencies in undertaking selection for retention. This will require ongoing collaboration across the system, particularly with the Office of the Chief Human Resources Officer. Through improved automation, we will also improve the effectiveness of the Priority Administration Program by increasing our response capacity. We will monitor the demand for this program very closely and ensure it has built-in flexibilities.

We will also implement the changes adopted as a resultofthe five-year legislative review of the Public Service Modernization Act.  The review concluded that the overall  framework established by the Act is sound, and that significant progress has been made, but that there is still some need for improvement. The PSC will participate in discussions concerning the recommendations that are made in the review that was tabled in Parliament in December 2011. Meanwhile, we will continue our focus on increasing understanding among managers and departments/agencies of values-based staffing by implementing a new guide and workshop on the core and guiding values and undertaking work in the area of political activities.

In addition to the above-mentioned priorities, the PSC will focus on its three key sustaining priorities, namely:

The PSC will provide ongoing independent oversight and assurance to Parliament on the integrity of the staffing system and the non-partisanship of the Federal Public Service. We do this through our audits, investigations and ongoing monitoring. Effective oversight and accountability are critical to supporting the public service staffing system and the staffing authorities delegated under the PSEA. Oversight findings also enable organizations to improve their staffing performance by providing relevant information and recommendations specific to their needs. To better meet its oversight objectives and to make reporting by organizations more efficient and effective, we will be refining our reporting tools, and modernizing data and Information Technology infrastructure to improve access to key human resource (HR) data.

We will continue to provide quality selection services to meet the evolving needs of client organizations. We will continue to build the PSC's Centre of Expertise in staffing and assessment to increase our ability to deliver high quality, cost-effective services across the public service. The implementation of a single integrated staffing system (the Public Service Resourcing System) will streamline the the hiring process for both applicants and managers, and establish the platform for effective and efficient staffing within organizations in the coming years.

Lastly, we will build on the PSC as a model organization. The PSC will continue to foster employee development and a respectful, rewarding workplace. In 2012-2013 the PSC will implement its new Code of Conduct. We will continue to promote workplace well-being through a series of health challenge initiatives. In preparing for the relocation of PSC offices to Gatineau in 2013, we will continue to look for ways to take advantage of the modernized facilities to improve our work practices. The PSC will also integrate its  HR planning and Strategic Learning program.

The Government of Canada has entered a period of fiscal restraint. The PSC will continue to apply sound financial management and careful vacancy management of positions to give us the flexibility  to implement Budget decisions, while respecting our legislative mandate to ensure that Canadians continue to benefit from a non-partisan, professional public service. The collective experience and time-tested dedication of PSC employees will be especially crucial during this year of transition and fiscal restraint.

Section I – Public Service Commission Overview

Raison d'être and responsibilities

Raison d'être

Responsibilities

On behalf of Parliament, the PSC safeguards the integrity of staffing and the non-partisan nature of the public service. In this respect, the PSC works closely with government but is independent from ministerial direction and is accountable to Parliament.

The PSC is mandated to:

• Administer the provisions of the Public Service Employment Act (PSEA) that are related to the political activities of employees and deputy heads;
• Oversee the integrity of the staffing system and ensure non-partisanship. This oversight role includes maintaining and interpreting data on the public service, carrying out audits that provide assurance and make recommendations for improvements and conducting investigations that can lead to corrective action in the case of errors, omissions, improper conduct, fraud and political influence in staffing or improper political activities of public servants; and
• Appoint, or provide for the appointment of, persons to or from within the public service. This has been delegated to departments and agencies. The PSC provides staffing and assessment functions and services to support staffing in the public service.

Strategic Outcome and Program Activity Architecture

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

Government of Canada Spending and Outcome Area	Government Affairs
	Safeguarding and fostering the integrity and political neutrality of public servants
PSC – Program Activity Architecture	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 fairness, access, transparency and representativeness
	Activities	1.1.0 Appointment Integrity and Political Impartiality	1.2.0 Oversight of Integrity in Staffing and Non-Partisanship	1.3.0 Staffing and Assessment Services	2.1.0 Internal Services
	Sub-activities	1.1.1 Appointment Policies, Guidance and Political Activities	1.2.1 Monitoring	1.3.1 Staffing Services	2.1.1 Governance and Management Support
		1.1.2 Delegated and Non-delegated Appointment Authorities	1.2.2 Audit and Data Services	1.3.2 Assessment	2.1.2 Resource Management Services
			1.2.3 Investigations	1.3.3 Public Service Resourcing System	2.1.3 Asset Management Services

Planning Summary

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
92,712	92,718	92,719

Human Resources (Full-time Equivalent)

2012-13	2013-14	2014-15
965	965	965

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.

PSC 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 fairness, access, transparency and representativeness

Alignment with Government of Canada outcomes: Government Affairs – Well-managed and efficient government operations

Planning Summary Table
($ thousands)

Program Activity	Forecast Spending 2011-12	Planned Spending			Alignment to Government of Canada Outcomes
		2012-2013	2013-2014	2014-2015
1.1.0 Appointment Integrity and Political Impartiality	15,234	13,805	13,805	13,805	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
1.2.0 Oversight of Integrity in Staffing and Non-Partisanship	22,264	21,324	21,324	21,324	Expected result 1: Enhanced oversight of the integrity of public service staffing.
1.3.0 Staffing and Assessment Services	34,526	27,349	27,355	27,356	Expected result 1: Deliver quality selection products and services that meet the needs of federal organizations operating within a more fully delegated staffing environment under the PSEA.
2.1.0 Internal Services	38,237	30,234	30,234	30,234	Expected result 1: Sound and effective management practices and support functions for the delivery of the PSC's mandate
Net planned spending	110,261	92,712	92,718	92,719

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 is also presented on an accrual basis.

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.

Organizational priorities

Priority I: Ensure a smooth transition to the new Commission

Type of priority: Previously committed

Why this is a priority: A new President has been appointed by commission under the Great Seal, after approval by resolution of the Senate and House of Commons. A new Commissioner has been appointed as well. It is a priority of the PSC to support new members as they become familiar with the elements of their new duties. Managing this transition period is a priority to ensure that timely, informed decisions are made by the Commission.

Linkages to Program Activities:

• 1.1.0 Appointment Integrity and Political Impartiality
• 2.1.0 Internal Services

Key actions in support of Priority I for 2012-2013 are:

• Supporting the new Commission
• Knowledge transfer to the new Commissioners

Priority II: Support departments and agencies in responding to their staffing needs relating to work force adjustments.

Type of priority: New

Why this is a priority: The PSC must ensure adequate support to organizations through the provision of strategic advice and service offerings, and priority management to enable effective management of work force adjustments.

Linkages to Program Activities:

• 1.1.0 Appointment Integrity and Political Impartiality
• 1.3.0 Staffing and Assessment Services
• 2.1.0 Internal Services

Key actions in support of Priority II for 2012-2013 are:

• Increase the provision of staffing policy advice and services to support organizations in the management of, and assessment related to, selection for retention or layoff of employees
• Improve effectiveness of the Priority Administration Program through policy guidance, technological enhancements, and business process improvement to streamline the management of priorities and ensure entitlements are respected

Priority III: Implement the required changes following the five-year legislative review of the Public Service Modernization Act (PSMA)

Type of priority: New

Why this is a priority: Section 136 of the PSEA 2003, establishes a statutory requirement for a five-year review of the Act. The legislative review was launched in 2009-2010 and the results were tabled in Parliament by the President of the Treasury Board in December 2011 in the Report of the Review of the Public Service Modernization Act, 2003. As part of its contribution to the legislative review of the PSEA, the PSC completed its own assessment of the Act and tabled a Special Report on Merit and Non-Partisanship Under the Public Service Employment Act, 2003 in Parliament in March 2011. Both reports include a series of recommendations to more fully realize the potential of the PSEA. Implementation of the supported recommendations will help ensure that Canadians continue to benefit from a professional public service that is based on merit and non-partisanship.

Linkage to Program Activity:

• 1.1.0 Appointment Integrity and Political Impartiality

Key actions in support of Priority III for 2012-2013 are:

• Participate in Parliamentary hearings and conduct integrated policy and other work in response to the results of the review of the PSMA
• Continue to implement policy changes resulting from the PSC's appointment policy review as appropriate
• Increase understanding of a values-based staffing regime and
• Continue to revise guidance documents and communication material to better support public service employees in understanding their roles and legal responsibilities related to Part 7 of the PSEA

Priority IV: 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, studies, investigations, and ongoing monitoring through the Staffing Management and Accountability Framework (SMAF). These assist the PSC in fulfilling its accountability to Parliament for overseeing the integrity of public service appointments and safeguarding non-partisanship. We monitor our delegation agreements. We also conduct investigations, implementing corrective actions if and when required.

Linkages to Program Activities:

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

Key actions in support of Priority IV for 2012-2013 are:

• Ensure oversight activities provide Parliamentarians with assurance on the integrity of the staffing system and support management improvement and accountability
• Follow-up on the review of the SMAF, including related tools (e.g. the Departmental Staffing Accountability Report)
• Exercise a risk-based approach to oversight for the PSEA, including non-partisanship
• Increase outreach and communication to Parliamentarians and with stakeholders on the role, scope and value-added of PSC oversight
• Modernization of the analytical data infrastructure supporting the staffing system to provide for more efficient and effective reporting to and by all stakeholders

Priority V: Provide quality selection services to meet the evolving needs of client organizations

Type of priority: Previously committed

Why this is a priority: The PSC supports merit-based appointments by providing quality, cost-effective staffing and assessment services across the country that impact and influence the integrity of the Federal Public Service. Through its staffing and assessment expertise, the PSC is well positioned to assist federal organizations with current and future challenges. This includes the availability of professionally developed, standardized assessment tools and systems for effective volume management and targeted recruitment. Through these selection services, the PSC supports departments and agencies in exercising their delegation and in maximizing the flexibilities of the PSEA.

Linkages to Program Activity:

• 1.3.0 Staffing and Assessment Services

Key actions in support of Priority V for 2012-2013 are:

• Advance the PSC's position as the federal government's centre of expertise in staffing and assessment
• Implement standardized business processes to deliver consistent, professional services across Canada
• Evolve the staffing system to a single intuitive platform that better meets client needs
• Strengthen our strategic partnerships with internal and external stakeholders

Priority VI: 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: All Program Activities

Key actions in support of Priority VI for 2012-2013 are:

• Ensure a workforce ready to meet future challenges, through tools such as Integrated Human Resource Planning and the Strategic Learning program
• Implement budget decisions within the PSC, while respecting our legislative obligations and management values
• Modernize the workplace through relocation to Gatineau
• Fully integrate the program evaluation process into the PSC management practices and act on recommendations arising to enhance PSC program delivery and achievement of results

Risk Analysis

Public Service Commission operating environment

The PSC will have to take measures to enable and support departments and agencies with selection for retention and lay-off and in administering of priorities. While the PSC has exclusive authority under the PSEA to regulate selection for retention or lay-off and priority entitlements, most authorities to assess employees for retention/lay-off and assess priority persons for appointment are delegated to deputy heads. The PSC will continue to provide maximum support to departments and agencies, and to provide the assurance to Parliament that is required in a highly delegated staffing system.

External risks and challenges

Organizational performance in the management of staffing continues to improve with positive trends in hiring strategies across the public service that better support staffing priorities and improved human resources (HR) management capacity. Respect for the merit principle is also increasing. Nonetheless, many federal organizations are still working to develop adequate quality control of appointment processes and the capacity to assess and document merit. Some show weakness in justifying non-advertised appointment processes. About a quarter of employees consistently feel that the overall staffing process is not at all fair or fair only to some extent. A continued low rate of external appointments for persons with disabilities may also have negative consequences for their long-term representation in the public service. Increased communication and support to organizations, and close collaboration with stakeholders and other central agencies will help the PSC address these issues.

The recent legislative review of the Public Service Modernization Act may bring new requirements for both policy and operational changes in federal organizations, thereby increasing resource demands. The PSC will work with its HR management partners to ensure that its policies, oversight activities and operations address any gaps identified.

Public servants have a right to engage in political activities. This right needs to be balanced with maintaining the principle of a politically impartial public service. Public servants' awareness of their rights and legal responsibilities with regard to political activities has progressively increased over time, as evidenced in the surveys of staffing – candidates. However, 37% of those responding to the 2010 Survey of Staffing – Candidates indicated that they were aware of their rights and legal responsibilities to a limited extent or not at all. To address this ongoing challenge, the PSC is working in collaboration with stakeholders to increase public servants' awareness and to assist them in making better informed decisions when deciding whether to engage in political activities.

Internal risks and challenges

A new President was appointed early in 2012, and a new Commissioner has been appointed. The PSC will need to effect a smooth transition and knowledge transfer to the new leadership. There remains an ongoing requirement to maintain close, effective and continuing relationships with Parliamentarians and, with various stakeholders, including deputy heads, central HR management organizations and bargaining agents.

With a major shift in the public service staffing environment, the PSC faces risks associated with our ability to transition resources to effectively meet emerging client demands in areas such as selection for retention. Client satisfaction and revenues may be negatively impacted if PSC products and services are not effectively adapted to meet organizational needs.

To mitigate these risks, the PSC will tailor services to meet emerging client expectations, such as assessment for retention, and will ensure effective communication of services to support organizations faced with workforce management challenges. We will continue to innovate and provide high quality products and services to meet the ongoing needs of departments and agencies, while maintaining our core expertise in staffing and assessment.

With the continued growth and usage of technology in all aspects of staffing and workforce management, our ability to keep pace with changing systems and tools is an evolving risk. The ability to adopt new technologies or adapt existing systems effectively and within necessary timeframes to meet business needs will continue to be a challenge due to the complexity of implementation.

The PSC is taking steps to adapt and integrate staffing systems such as the migration of internal to government staffing into its Public Service Resourcing System platform, allowing for a single portal for external candidates and employees to access opportunities. We are also supporting organizational innovation in staffing and piloting new approaches and technology to improve our staffing infrastructure.

Resource constraints on federal organizations, changing skill requirements, skill gaps and fewer job vacancies are factors that will increase demands on the Priority Administration system. Following an evaluation conducted in 2011, we are making operational, policy and system changes to streamline the system and to make it more transparent. We also are developing innovative ways and means to support the increased delivery capacity required.

The PSC will relocate to offices in Gatineau in 2013. The move raises financial challenges, the risk of disruptions to PSC operations and potential HR management challenges. We are addressing these risks with careful project planning, risk management and measures to sustain employee engagement and retain talent. In addition, we must keep our employees fully engaged and fully informed at each stage of the move.

Further details on the PSC corporate risk profile and on our risk mitigation strategies are available in the electronic version of this document in the publications section of the PSC Web site.

Expenditure Profile

Spending trend

The following graph illustrates the PSC's spending trend from 2008-2009 to 2014-2015. 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.

*The difference in totals is due to rounding.

[text version]

Analysis of the spending trend

It should be noted that the actual spending amounts for 2008-2009 to 2010-2011, the forecast spending amount for 2011-2012 and the planned spending amounts for 2012-2013 to 2014-2015 are not fully comparable due to some budgetary items that are not included in the initial yearly PSC appropriations.

Budgetary items not included in the initial yearly PSC appropriations
($ - thousands)

Budgetary items not included in the initial yearly PSC appropriations (In thousands of dollars)	Yearly allocations, as applicable ($ - thousands)
	2008-2009	2009-2010	2010-2011	2011-2012	2012-2013 and ongoing
Severance pay, parental benefits and vacation credits payable upon termination of employment	3,630	4,237	3,646	13,680	-
Carry forward (year-over-year variation)	(146)	1,619	(1,690)	214	-
Total	3,484	5,856	1,956	13,894	-

The planned spending for 2012-2013 of $92,712K represents a decrease of $17,549K from the forecast spending of $110,261K in 2011-2012.

The following table explains the variation between the 2011-2012 forecast spending and the 2012-2013 planned spending figures:

Item	Amount ($ - thousands)
Severance pay, parental benefits and vacation credits payable upon termination of employment	(13,680)
Transfer to Shared Services Canada	(2,917)
Employee Benefit Plan ratio change	(310)
Adjustment to the Personnel input factor	(278)
Public Service Resourcing System	(252)
Publiservice transferred from Human Resources and Skills Development Canada	222
Net carry-forward used	(214)
Other	(120)
Total	(17,549)

Estimates by Vote

For information on our organizational votes and/or statutory expenditures, please see the 2012–2013 Main Estimates publication.

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