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2012-13
Report on Plans and Priorities
Public Service Commission of Canada
Supplementary Information (Tables)
Table of Contents
- Greening Government Operations (GGO)
- Sources of Respendable and Non-respendable Revenue
- Upcoming Internal Audits and Evaluations over the next three fiscal years
Greening Government Operations (GGO)
The PSC is a Department bound by the Policy on Green Procurement but not the Federal Sustainable Development Act. The mandatory planning required by Section 7 of the Policy on Green Procurement follows:
Strategies/Comments
- Approach: The PSC’s approach to implementing green procurement is to target the use of PWGSC procurement instruments, the delivery of training to key personnel and the inclusion of green procurement objectives in the employee performance evaluations of key decision makers. The scope of implementation activity includes both the National Capital Region (headquarters) and the Regions.
-
Management Processes and Controls: The PSC uses PWGSC procurement instruments as its primary procurement mechanism when such mechanisms are available, and leverages the environmental considerations incorporated into these standing offers by PWGSC. Furthermore:
- In 2012-13, the PSC’s procurement procedures will continue to be reviewed to ensure environmental considerations are included where possible; and
- The Statement of Work, Request for Proposal and Request for Standing Offer templates used for contracting for services will be reviewed in 2012-13 to identify opportunities to update and improve environmental considerations.
-
Setting Targets: In addition to commitments identified in ii., iv., and v., the Department has the following targets:
- Ensure that purchases are made through PWGSC consolidated procurement instruments, when such instruments are available.
- Ensure that environmental considerations continue to be included in the procurement initiatives for the PSC’s upcoming move to Gatineau in 2013.
- Training: The PSC will ensure that all existing procurement and materiel management functional specialist staff take the CSPS course C215 (Green Procurement) by the end of the fiscal year (5 employees in total). The PSC will also require that all new Procurement Services’ staff take CSPS course C215 within one (1) year of being hired. Additionally, the PSC will ensure that Green Procurement considerations are included in the Procurement Training course, which will be available to all PSC employees.
- Performance Evaluations: This fiscal year the PSC will ensure that an objective to take environmental considerations into account for all procurement activities is included in the performance management agreement of the Chief of Procurement Services.
- Meeting Targets: The PSC will report against these targets in the Departmental Performance Report.
Sources of Respendable and Non-Respendable Revenue
Respendable Revenue
| Program Activity | ($ thousands) | |||
|---|---|---|---|---|
| Forecast Revenue 2011-12 |
Planned Revenue 2012-13 |
Planned Revenue 2013-14 |
Planned Revenue 2014-15 |
|
|
Staffing and Assessment Services Assessment and Counselling Services and Products |
10,475 | 14,000 | 14,000 | 14,000 |
| Total Respendable Revenue | 10,475 | 14,000 | 14,000 | 14,000 |
Non-Respendable Revenue (Note 1)
| Program Activity | ($ thousands) | |||
|---|---|---|---|---|
| Forecast Revenue 2011-12 |
Planned Revenue 2012-13 |
Planned Revenue 2013-14 |
Planned Revenue 2014-15 |
|
|
Staffing and Assessment Services Assessment and Counselling Services and Products |
1,425 | 1,900 | 1,900 | 1,900 |
| Total Non-respendable Revenue | 1,425 | 1,900 | 1,900 | 1,900 |
| Total Respendable and Non-respendable Revenue | 11,900 | 15,900 | 15,900 | 15,900 |
Note 1: This non-respendable revenue corresponds to the Employee Benefit Plan component of Assessment and Counselling Services and Products, which is credited to the Consolidated Revenue Fund.
All upcoming Internal Audits over the next three fiscal years
The PSC has an established internal audit function, working within an environment bounded by professional standards and TBS policies. The function also receives guidance and input from its independent Internal Audit Committee. The PSC posts all completed audits on its Web site.
The table below gives the status of audits planned for 2012-2013 and those not yet complete. It also shows the outlook for audits to be completed over the next three years. We reassess risks annually as part of our audit planning process. Consequently, the outlook may be revised to reflect changes to overall risks, controls and commitments over this time frame.
| Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
|---|---|---|---|
| Access to Information and Privacy | Fundamental controls | Planned | Q2 – 2012-2013 |
| Cost-Recovery Operations | Fundamental controls | Planned | Q3 – 2012-2013 |
| Cyclical Financial Controls (Revenue) | Fundamental controls | Planned | Q3 – 2012-2013 |
| Information Management | Fundamental controls | Planned | Q1 – 2013-2014 |
| Time Accounting and Reporting | Fundamental controls | Planned | Q1 – 2013-2014 |
| Cyclical Financial Controls (Contracting) | Fundamental controls | Outlook | Q2 – 2013-2014 |
| Business Intelligence and Enterprise Data Warehouse | Fundamental controls | Outlook | Q3 – 2013-2014 |
| Staffing Accountability Monitoring and Reporting | Program management | Outlook | Q4– 2013-2014 |
| Priority Appointment Administration | Program management | Outlook | Q1 – 2014-2015 |
| Cyclical Financial Controls (To be determined) | Fundamental controls | Outlook | Q2 – 2014-2015 |
| PSRS Operations | Program management | Outlook | Q3 – 2014-2015 |
All upcoming Evaluations over the next three fiscal years
The PSC has an established evaluation function governed by professional standards and TBS policies. The function also receives guidance and input from its departmental Evaluation Committee.
The rolling PSC 5-Year Evaluation Plan is updated annually. It takes into consideration emerging issues and priorities and shows progress towards increased evaluation coverage. Upon approval, the 5-Year Evaluation Plan 2012-2017 will be strategically integrated into the organization’s overall management activities and will support decision-making with the generation of timely, strategically focussed, objective and evidence-based information on the performance of PSC’s policies, programs and initiatives as an organization.
The table below gives the status of frameworks and evaluations planned for 2012-2013 and for the following two years. We reassess risks and priorities annually as part of our evaluation planning process. Consequently, activities planned for the 2013-2015 period may be revised to reflect changes in priority and resources level.
The PSC posts its 5-Year Evaluation Plan and all completed evaluation reports on its Web site.
| Name of Evaluation | Program Activity | Status | Expected Completion Date |
|---|---|---|---|
| ADSB Learning Strategy (Evaluation) | Direct Program Spending | Planned | 2012-2013 |
| Student Employment Programs: Federal Student Work Experience Program (FSWEP), Research Affiliate Program (RAP), and Cooperative Education and Internship Program (Evaluation) |
Direct Program Spending | Planned | 2012-2013 |
| EX Resourcing (Framework) | Direct Program Spending | Planned | 2012-2013 |
| Political Activities (Evaluation) | Direct Program Spending | Planned | 2012-2013 |
| Information Management Records, Documents and Information Management System (RDIMS) Project and Strategy (Evaluation) |
Direct Program Spending | Planned | 2012-2013 |
| Personnel Psychology Center (PPC) (Evaluation) | Direct Program Spending | Planned | 2012-2013 |
| Library (Framework) | Direct Program Spending | Planned | 2012-2013 |
| Data Management Services (Framework) | Direct Program Spending | Planned | 2012-2013 |
| Investigations (Framework) | Direct Program Spending | Planned | 2012-2013 |
| Recruitment of Policy Leaders (Evaluation) | Direct Program Spending | Planned | 2012-2013 |
| Post-Secondary Recruitment Program (Framework) | Direct Program Spending | Planned | 2012-2013 |
| EX Resourcing (Evaluation) | Direct Program Spending | Planned | 2013-2014 |
| Delegated Authorities and Strategic Staffing (Evaluation) | Direct Program Spending | Planned | 2013-2014 |
| Staffing and Assessment Services Branch Business Plan - Action Plan (Framework) | Direct Program Spending | Planned | 2013-2014 |
| Appointment Policies and Tools (Framework) | Direct Program Spending | Planned | 2013-2014 |
| Annual Report (Framework) | Direct Program Spending | Planned | 2013-2014 |
| Staffing Management Accountability Framework (SMAF) and Departmental Staffing Accountability Report (DSAR) PAA 611 (Framework) | Direct Program Spending | Planned | 2013-2014 |
| Public Service Resourcing System (Framework) | Direct Program Spending | Planned | 2013-2014 |
| Cost Recovery Operations (Framework) | Direct Program Spending | Planned | 2013-2014 |
| Information Technology (Framework) | Direct Program Spending | Planned | 2014-2015 |
| Oversight Coordination (Framework and Evaluation) | Direct Program Spending | Planned | 2014-2015 |
| Library (Evaluation) | Direct Program Spending | Planned | 2014-2015 |
| Annual Report (Evaluation) | Direct Program Spending | Planned | 2014-2015 |
| Annual Report on the State of Performance Measurement at the PSC presented to the Executive Management Committee | Direct Program Spending | Planned | Recurring |