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Section II – Analysis of Program Activities by Strategic Outcome

The strategic outcome of the Public Service Commission (PSC) is 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.

Expected result 1 – Merit and guiding values:

Merit and the guiding values are respected in a highly delegated staffing system

Key indicator:

Percentage of organizations having  an "acceptable" or "strong" performance rating on their composite assessment of the Staffing Management Accountability Framework (SMAF)

Target:

80% of organizations (with more than 100 employees) have an "acceptable" or "strong" performance rating on their composite assessment of the SMAF

Baseline:

79% of organizations (with more than 100 employees) have an "acceptable" or "strong" performance rating on their composite assessment of the SMAF (2010-2011 SMAF assessment results)

Expected result 2 – Non-partisanship:

The non-partisanship of the public service is safeguarded

Key indicator:

Level of awareness of employees regarding their rights and legal responsibilities related to political activities

Target:

Increased level of awareness of employees regarding their rights and legal responsibilities related to political activities relative to the last available baseline

Baseline:

63% of respondents to the 2010 Survey of Staffing - Candidates indicated that they were aware of these rights and legal responsibilities to a moderate, or to a great extent

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; administering delegated and non-delegated authorities, administering the political activities regime and the mobility provisions

Program sub-activities

• Appointment Policies, Guidance and Political Activities
• Delegated and Non-delegated Appointment Authorities

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
13,805	13,805	13,805

Human Resources (FTEs)

2012-13	2013-14	2014-15
119	119	119

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

Expected Results	Performance Indicators	2012-2013 Targets
Expected result 1: The use of both official languages within the public service is protected	Performance indicator 1: Number of cases not yet past four years that are not compliant with the Public Service Official Language Exclusion Approval Order and its regulations	Target 1: Reduced number of public servants who do not meet linguistic requirements without valid exemptions. Baseline 2010-2011: 55
Expected result 2: Persons with priority rights have access to public service jobs	Performance indicator 2a: Number of persons with priority rights appointed to positions for which they meet the essential qualifications Performance indicator 2b: Number of organizations in which staffing practices are found to be inconsistent with the Public Service Employment Act (PSEA) and Public Service Commission policies and regulations	Target 2a: Maintain percentage of placements compared to average number of active priorities Baseline 2009-2010: 54% Target 2b: Year-over-year decrease
Expected result 3: Employees respect the provisions related to political activities pursuant to Part 7 of the PSEA	Performance indicator 3: Employees' level of awareness of their rights and legal responsibilities regarding political activities	Target 3: Increased level of awareness of employees regarding their rights and responsibilities related to political activities relative to the last available baseline Baseline 2010-2011: 63% of respondents to the 2010 Survey of Staffing - Candidates indicated that they were aware of these rights and  legal responsibilities to a moderate, or to a great extent

Planning highlights in support of the Public Service Commission's priorities

Priority I – To ensure a smooth transition to the new Commission. The key actions that will be undertaken in 2012-2013 are:

1. Supporting the new Commission
2. Knowledge transfer to new Commissioners

The Program Activity 1.1.0 Action Plan in support of Priority I consists of:

Key action 1 – To develop, advance and provide strategic policy advice to the new President and Commissioners.

Key action 2 – In 2012-2013, 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.

Priority II – Support departments and agencies in responding to their staffing needs relating to work force adjustments. The key actions that will be undertaken in 2012-2013 are:

1. 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
2. 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

The Program Activity 1.1.0 Action Plan in support of Priority II consists of:

Key action 1 – The PSC is updating its guide on selection for retention or lay-off and will continue to support organizations implementing their work force adjustment measures. The PSC is currently strengthening the management framework around its Priority Administration Program (see Key action 2 below).

Key action 2 – In the coming year, the PSC will implement a series of measures, including developing new support tools, to ensure that the Priority Administration Program, including Priority Information Management System, is well placed to support the needs of deputy heads, organizations and employees. Specifically, the PSC will:

• Strengthen their priority administration capacity, notably in the clarification of roles and responsibilities and through increased training to provide consistent information, advice and referrals
• Implement stronger monitoring to ensure that registrations are timely, that referrals are better targeted, that assessments are fair, that appropriate feedback is provided and that priority persons respond appropriately and quickly when referrals and job offers are received
• Examine options regarding appropriate mechanisms for priority persons who do not believe that they were treated fairly and
• Refine the priority indicator in the SMAF as required, to provide public service-wide monitoring.

Priority III – Implement the required changes following the five-year legislative review of the Public Service Modernization Act (PSMA). The key actions that will be undertaken in 2012-2013 are:

1. Participate in Parliamentary hearings and conduct integrated policy and other work in response to the results of the review of the PSMA
2. Continue to implement policy changes resulting from the PSC's appointment policy review, as appropriate
3. Increase the understanding of a values-based staffing regime
4. 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

The Program Activity 1.1.0 Action Plan in support of Priority III consists of:

Key action 1 – In order to more fully realize the potential of the PSEA, the PSC will work with its partners to implement the recommendations in the December 2011 Report of the Review of the Public Service Modernization Act, 2003 that receive support.

Key action 2 – The PSC will continue to implement and monitor the amendments to PSC appointment policies that were approved following its comprehensive policy review in 2010-2011 and will ensure full policy and regulatory alignment with any changes resulting from the five-year legislative review. The PSC will continue to provide support and tools to stakeholders as they implement legislative and policy changes.

Key action 3 – In 2012-2013, the PSC will implement a new guide and workshop on the core and guiding values and values-based decision-making and will continue to raise awareness related to employees' rights and legal obligations regarding political activities.

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. The key actions that will be undertaken in 2012-2013 are:

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

The Program Activity 1.1.0 Action Plan in support of Priority IV consists of:

Key action 1 – Alignment of research, studies and audit is critical to ensuring appropriate data and evidence are available to support the PSC Annual Report findings and conclusions. Early and ongoing consultation across the PSC will be undertaken to support this alignment.

Key action 2 – Strengthen the SMAF instrument by developing and implementing new and revised indicators and measures, including those for monitoring adherence to official languages requirements pertaining to staffing, reduce reporting burden by streamlining the DSAR process, particularly for small departments and agencies, and support departments and agencies in strengthening their staffing and related processes, contributing to a modern human resources (HR) management environment in the public service.

Key actions 3 and 4 – The PSC will continue to manage the delegation of appointment and appointment-related authorities to deputy heads and will follow up on results of PSC oversight activities by providing policy support and guidance and/or imposing additional terms and conditions, providing remedial support to organizations, and monitoring their improvement, as required.

The PSC will continue to set clear expectations of a well-managed staffing system through values, policies and regulations. The PSC will continue to work closely and liaise with managers, HR communities, departments and central agencies in 2012-2013 to ensure effective information exchange and co-ordination of efforts, where appropriate, to support ongoing implementation of policy changes that are supported following the five-year legislative review of the PSMA.

In 2012-2013, the PSC will report on activities undertaken to address issues related to the review of the PSMA. These will include work on merit and non-partisanship under the PSEA, including developing further guidance for public servants on their roles, obligations and behaviours in a non-partisan public service and engage key stakeholders, including employees, deputy heads and central agencies in this work.

Key action 5 – The PSC will continue to identify new ways of using data and Information Technology infrastructure to monitor organizations' staffing performance, including time to staff, in order to increase efficiency and reduce reporting burden.

Program Activity 1.2.0 - Oversight of Integrity in Staffing and Non-Partisanship

The Oversight of Integrity in Staffing and Non-Partisanship 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

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
21,324	21,324	21,324

Human Resources (FTEs)

2012-13	2013-14	2014-15
183	183	183

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

Expected Results	Performance Indicators	2012-2013 Targets
Expected result 1: Organizations have clear, comprehensive mechanisms in place to manage delegated staffing authority and accountability for results	Performance indicator 1: Number of organizations that have implemented the SMAF expectations and reported performance that meets the PSC performance expectations	Target 1: Increased or maintained percentage of organizations with acceptable or higher performance Baseline 2010-2011: 79%
Expected result 2: Enhanced oversight of the integrity of public service staffing	Performance indicator 2a: Oversight activities (monitoring, audits, and studies) by the PSC Performance indicator 2b: Studies and diverse analyses of trends in administrative and survey data are conducted to meet the ongoing empirical and evidenced-based decision-making needs of oversight	Target 2a: Audits cycle of seven years to audit all organizations Target 2b: Deliver on studies identified in the Studies Plan

Planning highlights in support of the Public Service Commission's priorities

Priority IV – 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 2012-2013 are:

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

The Program Activity 1.2.0 Action Plan in support of Priority IV consists of:

Key action 1 – The PSC will deliver on the Audit and Studies Planfor 2012-2013. As part of this Audit and Studies Plan, the PSC will undertake up to 13 organizational audits and three follow-up audits. To ensure a balanced view of staffing in the Federal Public Service, a mix of organizations has been selected, based on size and identified risk. In 2012-2013, the PSC will also undertake two studies. Alignment of research, studies and audit is critical to ensuring appropriate data and evidence are available to support the PSC Annual Report findings and conclusions. Early and ongoing consultation across the PSC will be undertaken to support this alignment.

Key action 2 – Conduct ongoing strategic assessment of SMAF indicators and measures to identify current themes and evolving issues and provide Parliamentarians and Parliamentary committees with timely and accurate information and analysis.

Key action 3 – Over the planning period, the PSC will be working to further develop and refine indicators and assessment tools to target staffing areas of concern such as non-partisanship and recourse to better reflect the PSC's oversight role. In addition, as part of its commitment to continuous improvement in audit efficiencies and reporting, the PSC will continue to standardize and renew its audit methodology and implement Quality Management Frameworks for audit, studies and data. The PSC will also be exploring modern audit support tools to achieve greater efficiencies. Where appropriate, the PSC will work to establish reliance on the review work undertaken by organizations. The goal is to improve the efficiency and effectiveness of the audit process.

Key action 4 – Building on the progress made to date, the PSC will continue to undertake outreach and communication to help support a better understanding of the PSC's oversight mandate and processes. To support transparency and a common understanding of audit expectations amongst departments and agencies, the PSC plans to provide access to and support communications of the PSC Audit program and methodology to all organizations through GCPEDIA. New business intelligence tools and other PSC products designed to improve access to key human resources data are currently available or upcoming for employees of the PSC and organizations.

Key action 5 – Over the planning period, the PSC will continue to improve the overall effectiveness of its data monitoring activities through the implementation of a multi-year initiative for a Business Intelligence & Enterprise-wide Data Warehouse. This includes ongoing work with departments and central agencies to continue to streamline a government-wide approach to data collection on staffing, management and reporting. The objective of this initiative is to lessen the reporting burden on organizations and provide for more efficient and effective reporting to and by all stakeholders.

The PSC is also responsible for the conduct of the annual Survey of Staffing in the Federal Public Service. To support greater efficiency, work will be undertaken on the redesign of the survey. The purpose of the redesign is to lessen respondent burden, enhance data reliability regarding the time to staff, improve the timeliness of reporting survey findings and increase the level of survey automation.

Program Activity 1.3.0 – Staffing and Assessment Services

The Staffing and Assessment Services 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 test development and research, consultation, assessment operations and counseling for use in recruitment, selection and development throughout the Federal Public Service. This activity also includes delivering staffing services, programs and products to all Canadians through client service units located across the country.

Program sub-activities

• Staffing Services
• Assessment
• Assessment

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
27,349	27,349	27,349

Human Resources (FTEs)

2012-13	2013-14	2014-15
421	421	421

Note 1: The figures have been reduced by $14M 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.

Expected Result	Performance Indicator	2012-2013 Target
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	Performance Indicator 1: Level of client usage and satisfaction with PSC selection products and services and survey and/or focus group feedback results confirming client needs	Target 1: Satisfactory consultation and survey results 90% of the time, stabilize or increase the number of client organizations and stabilize or increase the demand for product and service usage over the previous years, implement a formal requirements methodology for identifying client needs Baseline 2010-2011: Overall satisfaction rate for quality of services – 86% 107 client organizations Revenue of $10.9 million

Planning highlights in support of the Public Service Commission's priorities

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

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

The Program Activity 1.3.0 Action Plan in support of Priority V includes:

Key action 1 – is to continue to support and invest in its Centre of Expertise in staffing and assessment. In this regard, the PSC plans to invest in research and development activities to lead to innovative selection services that are aligned with current and future client needs, and developing solutions/tools accordingly. In the context of fiscal reductions, the PSC will also increase its efforts to align products and services to emerging client needs and to provide clients and federal organizations with a greater array of self-serve selection options.  The PSC will also continue to implement the correct blend of staffing and assessment expertise through targeted recruitment and specialized training required to support its Centre of Expertise. The PSC will continue to consult its advisory committees and key stakeholders to keep abreast of both client needs and professional practices. Social media and collaboration tools will also be used in 2012-2013 as a means of attracting a diverse group of talented people to the Federal Public Service.

Key action 2 – Is tocontinue the implementation of the three-year Re-design Plan for the Post Secondary Recruitment program to improve effectiveness (e.g. the implementation of unsupervised internet testing to lower program costs) and ensure continued relevance with functional communities and stakeholder organizations.

In 2012-2013, increased focus will be placed on ensuring the standardization of PSC products and services in staffing and assessment, along with the development of a framework to guide the monitoring of activities. A Products & Services (P&S) review will be undertaken in advance to review and confirm which P&S should be maintained, which require further investment, and which will be discontinued.

Key action 3 – In support of public service staffing modernization, the PSC, working closely with the Public Service Resourcing System (PSRS) Interdepartmental Steering Committee and other stakeholders, will advance the PSRS Action Plan with a focus on client service improvements and integration of internal staffing to ensure a more integrated, user-friendly staffing system. This will allow organizations to optimize their usage of this enabling technology to achieve their staffing objectives.

Key action 4 – To continue to liaise with the consultation committees, namely the PSC Deputy Minister Advisory Committee and the PPC* External Advisory Committee on product and service offerings, providing useful feedback and direction regarding current and emerging staffing, assessment, and system needs. The PSC will also engage the PSRS Interdepartmental Steering Committee on a broader range of evolving Government of Canada staffing and recruitment initiatives and establish a broader organizational advisory function to include public servants at various levels. Along with continuing to deliver information sessions to both human resources advisors and sub-delegated managers on various topics, strategic staffing consultants will play an outreach role by participating in a variety of committees and councils.

The PSC will leverage and build upon the ongoing relationships established with organizational partners to ensure that the products and services it develops and offers support their workforce adjustment challenges.

Through strengthened relationships with its various stakeholders, the PSC will have a better understanding of its clients' needs, while client organizations will have a better understanding of the PSC's mandate, products and service offerings. Together, we can explore better ways of supporting client organizations in exercising their delegation.

Program Activity 2.1.0 – Internal Services

The Internal Services Program Activity, typically referred to as "Corporate Services", enables the PSC, to operate more efficiently and effectively. At the PSC, consistent with other government departments and agencies, Internal Services consists of three Sub-activity groups – governance and management support, comprised  of governance, communications and legal services; resource management services including human resource (HR) management, financial management, information management, information technology (IT), travel and other administrative services and, asset management services consisting of real property, materiel and acquisition services.

Program sub-activities

• Governance and Management Support
• Resource Management Services
• Asset Management Services

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
30,234	30,234	30,234

Human Resources (FTEs)

2012-13	2013-14	2014-15
242	242	242

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

Expected Result	Performance Indicators	2012-2013 Target
Expected Result 1: Sound and effective management practices and support functions for the delivery of the PSC's mandate	Performance Indicator 1a: Unqualified audit opinion on PSC financial statements Performance Indicator 1b: Implement an operational risk management framework to guide innovation, ensuring initiatives are aligned with a performance management strategy, subject to timely and relevant performance measurement and quality assurance across all branches of the organization Performance Indicator 1c: Improve the effectiveness and efficiency of corporate business processes, and further integrate HR planning, IT, and program and project planning to ensure the optimal deployment of resources to the highest-priority areas Performance Indicator 1d: Implement and maintain programs and activities, such as the PSC's Strategic Learning Program, in support of a committed and engaged workforcethat is critical to the PSC's success in delivering on its mandate , both now and in the future	Target 1a: The PSC maintains unqualified audit opinion on its 2011-2012 financial statements and will develop a strategy for the audit of its 2012-2013 financial statements Target 1b: Continued progress made to strengthen the PSC's and internal services performance management in line with Management Accountability Framework expectations. Develop and embed performance indicators in key risk management activities Target 1c: Implement mature planning and reporting regimes that ensure the availability of information for organizational decision-making and accountability; improve performance measurement and our ability to report on expected results for Canadians Target 1d: Maintain results of centrally driven performance reports, surveys and other oversight measures (Management Accountability Framework, Departmental Staffing Accountability Report) at an acceptable or higher level of assessment for activities related to HR management

Planning highlights in support of the Public Service Commission's priorities

Priority I – Ensure a smooth transition to the new Commission – The key actions to be undertaken in 2012-2013 are:

1. Supporting the new Commission
2. Knowledge transfer to the new Commissioners

The Program Activity 2.1.0 Action Plan in support of Priority I consists of:

Key action 1 – 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.

Key action 2 – Managing knowledge transfer during this transition period is a priority in order to ensure that timely, informed decisions are made by the Commission.

Priority II – Support departments and agencies in responding to their staffing needs relating to work force adjustments. The key actions that will be undertaken in 2012-2013 are:

1. 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
2. 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

The Program Activity 2.1.0 Action Plan in support of Priority II consists of:

Key action 2 – The PSC will dedicate significant IT resources to support the Priority Information Management System and the Priority Administration Program.

Priority VI – Build on the PSC as a model organization – The key actions to be undertaken in 2012-2013 are:

1. Ensure a workforce ready to meet future challenges, through tools such as integrated HR planning and the Strategic Learning program
2. Implement budget decisions within the PSC, while respecting our legislative obligations and management values
3. Modernize the workplace through relocation to Gatineau
4. Fully integrate the program evaluation process into PSC management practices and act on recommendations arising to enhance PSC program delivery and achievement of results

The Program Activity 2.1.0 Action Plan in support of Priority VI consists of:

Key action 1 – The PSC will continue to foster employee development and retention, as well as 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. The PSC will also leverage its HR planning and its strategic learning program to meet this priority.

Planning activity will include updating the 2011-2014 integrated HR Plan and taking into account the budget. This will involve identifying business needs and, competency requirements to support effective labour force management. The planned staffing process and the new Strategic Learning Framework will enable the identification of gaps and the development of tools to mitigate risks.

Key action 2 – The PSC will continue to ensure sound financial management and careful vacancy management to allow us the flexibility required to implement budget decisions, while respecting our legislative mandate to ensure that Canadians continue to benefit from a non-partisan, professional public service.

Key action 3 – In the next year the PSC will move its employees to a new Gold-LEED-certified building.  Voice-over IP and wireless capabilities will bring new efficiencies to the PSC's work with all of its stakeholders.

Key action 4 – To create a comprehensive and reliable base of evaluation evidence that is used to support policy and program improvement, expenditure management and public reporting, we will conduct three evaluations meeting senior management needs and ensure that resulting recommendations are implemented.

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