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2008-09
Departmental Performance Report

Public Service Commission of Canada

Supplementary Information (Tables)

Table 1: Sources of Respendable and Non-Respendable Revenue

Respendable Revenue
($ thousands)
Program Activity	Actual 2006-07	Actual 2007-08	2008-09
Program Activity	Actual 2006-07	Actual 2007-08	Main Estimates	Planned Revenue	Total Authorities	Actual
Staffing Services and Assessment:
Assessment and Counselling Services and Products	6,477	9,367	14,000	14,000	14,000	11,101*
Total Respendable Revenue	6,477	9,367	14,000	14,000	14,000	11,101

*11.1 Million in revenue includes revenues earned from services provided to other departments and agencies as well as services provided to the PSC ($.5 M), but excludes the Employee Benefits Plan (EBP) ($1.4 M).

Non-Respendable Revenue
($ thousands)
Program Activity	Actual 2006-07	Actual 2007-08	2008-09
Program Activity	Actual 2006-07	Actual 2007-08	Main Estimates	Planned Revenue	Total Authorities	Actual
Staffing Services and Assessment:
Assessment and Counselling Services and Products
Miscellaneous Revenues	29	1,385		1,900	1,900	1,471
Appointment Integrity and Political Neutrality:
Miscellaneous Revenues	5
Total Non-respendable Revenue	34	1,385		1,900	1,900	1,471
Total Revenues	6,511	10,752	14,000	15,900	15,900	12,572

Table 2: User Fees

**Table 2-A: User Fees Act**
($ thousands)
A-User Fee	Fee Type	Fee-setting Authority	Date Last Modified	2008-09					Planning Years
A-User Fee	Fee Type	Fee-setting Authority	Date Last Modified	Forecast Revenue	Actual Revenue	Full Cost	Performance Standards	Performance Result	Fiscal Year	Forecast Revenue $	Estimated Full Cost $
Fees charged for the processing of access requests under the Access to Information Act (ATIA)	Other products and services	ATIA	1992	N/A	$265	$66,350 (salary and O&M)	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. The ATIA provides more details: http://laws. justice.qc.ca/ en/A-1/ 218072.html	Statutory deadlines have been met for 91% of requests. Extension notices were sent within 30 days following the receipt of the request in 20% of cases.	2009-10	250	130,000
									2010-11	250	130,000
									2011-12	250	130,000
B. Date last modified: June 5, 2009
C. Other information: It is the practice of the Public Service Commission’s Access to Information and Privacy Office to waive fees where (a) the total reproduction costs that could be assessed amount to less than $25; (b) the information being requested is publicly available; or (c) no response or notice of extension is forwarded within 30 days following receipt of the request. Fees were waived for 14 requests in 2008-2009, amounting to over $1,060.

Table 2-B: Policy on standards for external fees

Supplementary information on Service Standards for External Fees can be found at http://www.tbs-sct.gc.ca/dpr-rmr/2006-2007/info/info-eng.asp.

Table 3: Details on Project Spending (Including Employee Benefit Plans)

**($ thousands)**
Project	Current Estimated Total Cost (Actuals) Note 1	Actual 2006-07	Actual 2007-08	2008-09
Project	Current Estimated Total Cost (Actuals) Note 1	Actual 2006-07	Actual 2007-08	Main Estimates	Planned Spending	Total Authorities	Actual
Staffing Services and Assessment Program Activity
Public Service Staffing Modernization Project
Interim Solution (Public Service Resourcing System)	44,586	7,412	8,330	5,037	6,118	6,118	5,025
Longer Term Solution	7,360	0	1,097	1,874	1,874	3,146	3,909
Total	51,946	7,412	9,427	6,911	7,992	9,264	8,934

Note 1: The "current estimated total cost" includes actual costs from 2001-2002 to 2008-2009.

Table 9: Green Procurement

Meeting Policy Requirements

Has the department incorporated environmental performance considerations in its procurement decision-making processes?

Yes

The Public Service Commission (PSC) has incorporated environmental performance considerations in its procurement decision-making processes.

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

As stipulated in our performance considerations report for 2008-2009( http://www.tbs-sct.gc.ca/rpp/2008-2009/inst/psc/psc06-eng.asp), the PSC has developed and communicated to its employees a sustainable development policy and related guidelines. The PSC has also continued implementing its Hardware Evergreen Plan, ensuring that computer hardware is replaced on a continual basis according to an established schedule. The PSC has achieved all of its green procurement objectives described in detail in the 2008-2009 Report on Plans and Priorities (RPP).

Results achieved:

Hardware equipment is being replaced every three to four years to take advantage of new technology and to meet the ever-growing need for more processing power;
The PSC has continued implementing its corporate greening initiatives, such as encouraging contractors to print all documents double-sided on recycled paper, posting the General Conditions, Supplementary Conditions, and the Terms of Payment on the Internet, as well as posting our solicitation documents on the MERX;
The PSC is a participant in Public Works and Government Services Canada’s (PWGSC) Green Procurement Forum Meeting; and
In its ongoing space optimization, the PSC is purchasing efficient furniture systems that would be re-usable in the event of a possible relocation of the PSC.

Contributions to facilitate government-wide implementation of green procurement:

The PSC does not have responsibilities under section 8 of the policy.

Green Procurement Targets

Has the department established green procurement targets?

In light of the PSC’s buying patterns, the PSC has not established its own specific green procurement targets since it relies on already established PWGSC Standing Offer arrangements for the acquisition of a large majority of its goods and services. However, the PSC has achieved all its green procurement objectives described in detail in the 2008-2009 RPP.

Are these green procurement targets the same as those identified in your Sustainable Development Strategy?

N/A

Summary of green procurement targets:

N/A

Results achieved:

N/A

Table 10: Response to Parliamentary Committees, the Auditor General and to the Public Service Commission on External Audits

Response to Parliamentary Committees
During 2008-2009, the Public Service Commission (PSC) did not provide input into government responses to Parliamentary Committees.

Response to the Auditor General
Modernization of Human Resources Management - Managing the Reforms (Chapter 3 of the February 2005 Report of the Auditor General of Canada) In 2007-2008, the PSC made significant changes to its Staffing Management Accountability Framework (SMAF) that describes the expectations and indicators for departments and agencies. The new SMAF puts more focus on improved short-term outcomes concerning flexibility and efficiency results and staffing values, as well as key change areas needed for long-term success of the Public Service Employment Act (PSEA). In 2008-2009, the new SMAF (with minor modifications) together with the Departmental Staffing Accountability Report, are used for annual monitoring of departmental/agency staffing activities and are integrated with the PSC’s broader evaluation framework that was established to prepare for the five-year review of the PSEA. Both the annual monitoring activities and evaluation framework will be used to further establish meaningful performance measures, gather critical benchmarking data and contribute to the continuous improvement of its ongoing oversight activities. In 2008-2009, the PSC launched the first staffing survey that was piloted the previous year and is better aligned with the current staffing monitoring regime and the five-year evaluation framework. In 2008-2009, the PSC also worked with central agencies to assist in the development of key human resource management indicators. In addition, the PSC worked with key agencies to develop a better way to estimate employment equity group representation in appointments. Like all departments and agencies, the PSC uses the Report on Plans and Priorities and the Departmental Performance Report to inform Parliament of its progress, although the Annual Report is the main vehicle for reporting on implementation of reforms under the PSEA.

Response to the Auditor General

Modernization of Human Resources Management - Managing the Reforms (Chapter 3 of the February 2005 Report of the Auditor General of Canada)

In 2007-2008, the PSC made significant changes to its Staffing Management Accountability Framework (SMAF) that describes the expectations and indicators for departments and agencies. The new SMAF puts more focus on improved short-term outcomes concerning flexibility and efficiency results and staffing values, as well as key change areas needed for long-term success of the Public Service Employment Act (PSEA). In 2008-2009, the new SMAF (with minor modifications) together with the Departmental Staffing Accountability Report, are used for annual monitoring of departmental/agency staffing activities and are integrated with the PSC’s broader evaluation framework that was established to prepare for the five-year review of the PSEA. Both the annual monitoring activities and evaluation framework will be used to further establish meaningful performance measures, gather critical benchmarking data and contribute to the continuous improvement of its ongoing oversight activities. In 2008-2009, the PSC launched the first staffing survey that was piloted the previous year and is better aligned with the current staffing monitoring regime and the five-year evaluation framework. In 2008-2009, the PSC also worked with central agencies to assist in the development of key human resource management indicators. In addition, the PSC worked with key agencies to develop a better way to estimate employment equity group representation in appointments. Like all departments and agencies, the PSC uses the Report on Plans and Priorities and the Departmental Performance Report to inform Parliament of its progress, although the Annual Report is the main vehicle for reporting on implementation of reforms under the PSEA.

Response to the Public Service Commission on External Audits
In carrying out its audits of staffing activities of departments and agencies, the PSC assesses the integrity of organizational staffing activities and makes recommendations to deputy heads regarding improvements. The results of these audits are reported to Parliament. In these audits, the PSC may also identify areas for improvement to the PSC's own operations. In the fall of 2008, in an Audit of Executive (EX) Appointments, the PSC made commitments to improve areas of its own operations. These commitments related to improvements to the PSC Executive resources, clarification of relevant PSC policies and guidelines and changes to the PSC monitoring of Executive appointments. The PSC has taken steps to ensure that these commitments are respected. Progress on action plans to remedy weaknesses is monitored by the Internal Audit Directorate and the Internal Audit Committee. The Audit, Evaluation and Studies Branch is responsible for conducting follow-up audits, which are reported in accordance with its Branch standards.

Response to the Public Service Commission on External Audits

In carrying out its audits of staffing activities of departments and agencies, the PSC assesses the integrity of organizational staffing activities and makes recommendations to deputy heads regarding improvements. The results of these audits are reported to Parliament. In these audits, the PSC may also identify areas for improvement to the PSC's own operations. In the fall of 2008, in an Audit of Executive (EX) Appointments, the PSC made commitments to improve areas of its own operations. These commitments related to improvements to the PSC Executive resources, clarification of relevant PSC policies and guidelines and changes to the PSC monitoring of Executive appointments.

The PSC has taken steps to ensure that these commitments are respected. Progress on action plans to remedy weaknesses is monitored by the Internal Audit Directorate and the Internal Audit Committee. The Audit, Evaluation and Studies Branch is responsible for conducting follow-up audits, which are reported in accordance with its Branch standards.

Table 11: Internal Audits and Evaluations

Table 11a: Internal Audits 2008-2009

Name of Internal Audit	Audit Focus	Status	Completion Date	Electronic Link to Report
Regional Operations	Management Controls	Completed	Q4 - 2007-2008	www.psc-cfp.gc.ca/abt-aps/inta-veri/2008/roa-vor/index-eng.htm
Financial Statements – Cyclical, 2007-2008 Cycle	Financial Reporting and Management	Completed	Q2 – 2008-2009	www.psc-cfp.gc.ca/abt-aps/inta-veri/2008/fsca-efvc/index-eng.htm
Public Service Resourcing System – Stream 1, Next Phase	Project Management	Completed	Q3 – 2008-2009	www.psc-cfp.gc.ca/abt-aps/inta-veri/2008/psr-rep/index-eng.htm
Budgeting	Management Controls	Completed	Q1 – 2009-2010	Not yet posted
Fundamental Controls	Office of the Comptroller General (OCG) directed	No request made by OCG for 2008-2009	n/a	n/a
Financial Statements – Cycle 2, Revenues	Financial Reporting and Management	In progress	Est. Q2 – 2009-2010	n/a
Implementation of Service Transformation	System-under-development for business processes	In progress	Est. Q3 -2009-2010	n/a

The following are the main Internal Audit conclusions:

The first Cycle of the Financial Statement audits examined payroll and acquisition card processes at the Public Service Commission (PSC). Generally, the PSC was found to have satisfactory controls for ensuring the soundness of operations and reporting. Some improvements were needed, such as documenting internal payroll procedures and not allowing sharing of acquisition cards.

The examination of the Public Service Resourcing System's current phase was a continuation of financial, planning, reporting and administrative assurance work on this development project. The auditors found that project management controls were functioning in an acceptable manner, although changes were needed in some human resources and accounting practices.

Internal Audit made some recommendations for improvement relating to both of the above projects, and management had provided sound action plans to address all of them.

Table 11b: Internal Evaluation 2008-2009

Name of Evaluation	Program Activity	Evaluation Type	Status	Completion Date	Electronic Link to Report
Public Service Resourcing System	1.3.0	Targeted	Completed	July 2008	N/A
Review of the Public Service Oversight role	1.1.0 1.2.0	Oversight	Completed	June 2009	N/A
Post-Secondary Recruitment Program	1.3.0	Targeted Framework	In progress	March 2009	N/A
Second Language Evaluation Tests	1.3.0	Targeted Framework	In progress	March 2009	N/A

The Executive Management Committee of the Public Service Commission approved the targeted evaluation report of the Public Service Resourcing System (PSRS). Major conclusions include: PSRS is perceived to be supporting the implementation of the Public Service Employment Act and other government priorities; it helps make the Government of Canada accessible and attractive as an employer and it has a positive impact on the transparency of the recruitment process.

The Independent Review Committee approved the Review of Public Service Commission Oversight.

The Post Secondary Recruitment Program-targeted evaluation framework was completed in March 2009. The main conclusion was the recommendation to conduct a full evaluation in fiscal year 2009-2010 to position the Program within the array of public service recruitment methods.

The Second Language Evaluation Test-targeted evaluation framework was completed in March 2009 and is scheduled to be approved in summer 2009. The main conclusion is that a full evaluation be conducted in 2011-2012 once the new Reading, Writing and Oral Proficiency tests have been implemented. The scope and depth of the evaluation is to be determined at that time.