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Section I: Overview
Minister's Message
As President of the Treasury Board of Canada, I am pleased to present the 2008–09 Report on Plans and Priorities of the Canada Public Service Agency, the focal point for people management in the Public Service of Canada.
As Canadian society changes, so too must the federal public service. As the largest employer in the country, the federal public service provides vital services and programs that affect all Canadians daily. Canadians want and deserve government that is transparent, accountable and adapts to their changing needs. This is why the federal government has made continually renewing and modernizing the Public Service a top priority.
The Agency plays an important role in this process of renewal by leading a forward-looking agenda that supports workforce and workplace excellence. It works to ensure the development of an integrated approach for people management across the Public Service, and advises and supports federal organizations in areas such as learning, official languages, employment equity, and values and ethics.
I am very pleased with the important measures being taken across the government to strengthen accountability and ensure that the Public Service continues to modernize its operations. This includes the work the Agency is leading to implement the Public Servants Disclosure Protection Act and the Public Service Modernization Act.
Through its mandate, the Agency assists the government in anticipating the people management needs of tomorrow. The goal is to ensure that Canada maintains a modern, professional public service that is ready to deliver on Canadians' priorities and dedicated to serving them with excellence.
On behalf of all Canadians, I want to thank all federal employees for their hard work and professionalism. I also encourage all parliamentarians and Canadians to read this report to gain a better understanding of the government's ongoing efforts to sustaining a world-class public service that continues to meet the changing realities of Canadian society.
The paper version was signed by
The Honourable Vic Toews, P.C., M.P.
President of the Treasury Board
Management Representation Statement
I submit for tabling in Parliament, the 2008–09 Report on Plans and Priorities for the Canada Public Service Agency.
This document has been prepared based on the reporting principles outlined in the Guide for the Preparation of Part III of the 2008–09 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
- It adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat guidance;
- It is based on the department's strategic outcome and its Treasury Board approved Program Activity Architecture;
- It presents consistent, comprehensive, balanced and reliable information;
- It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
- It reports finances based on approved planned spending numbers from the Treasury Board of Canada Secretariat.
The paper version was signed by
Nicole Jauvin
President
Canada Public Service Agency
Raison d'être
As Canada's largest employer, the Public Service of Canada actively serves as steward for much of what drives Canadian society, both economically and socially. Thousands of public servants provide front-line service to Canadians, ensuring that they receive the income support benefits to which they are entitled, providing health care to Aboriginal peoples on reserves, conducting search and rescue missions and carrying out climate research in Canada's Arctic, to give only a few examples. Public servants work in our embassies and missions abroad, reviewing applications from those who want to immigrate to Canada. They are on the ground, helping to foster development in impoverished parts of the world. They study scientific, economic and social trends, both global and domestic, bringing forward ideas for the Government's consideration and helping to build the federal policies and programs that serve the needs and interests of Canadians. The work is challenging, the environment complex, and the opportunities to learn and contribute immense.
As with any organization, when you strip away its buildings, computers and office infrastructure, what is left is the people—the people who come to work each day, balancing the lives they lead at home with their responsibilities at work. They come together as work units, dedicated to achieving shared objectives and goals. They ponder facts as individuals, trying to find the recommendation that will make the difference. In places of work that cover all corners of Canada, they form part of a greater whole. The federal public service, and its success as an institution is the result of their contributions. Billions of dollars are spent each year on the federal workforce, which in turn helps the Government manage the billions of dollars that support and build Canadian society. People management is about maximizing the investment made in the Public Service workforce, always guided by achieving results for Canadians.
This is the context for the Canada Public Service Agency, the focal point for people management in the Public Service of Canada.
The Agency's goal, stated as its strategic outcome in the Program Activity Architecture (PAA), is simple. It is to create the conditions whereby:
federal departments, agencies and institutions demonstrate excellent and innovative people management and achieve high quality workforces and workplaces able to serve the Government and deliver desired results for Canadians.
The challenge is to find the ingredients—the mix of direction, support and monitoring—required to maximize the effectiveness of employees across the Public Service. Clearly, the magnitude of this task is enormous in both human and financial terms.
Over the last year, the Agency has been undergoing an internal transformation that is both philosophical and structural, with the former underpinning the latter. The structural component is set out briefly in a later segment of this report. The philosophical aspect is what drove the creation of the Agency's new PAA to help it report clearly on its work and accomplishments, and guide internal thinking about what is the optimal mix of products and services to support people management excellence across the Public Service.
The Agency's new Program Activity Architecture
The first program activity encompasses the establishment of partnerships and the development of policies that provide common standards and directions for the Public Service workforce and workplace, integrating a wide array of efforts across the people management landscape.
The second program activity involves providing strategic services to departments and agencies so that the standards and directions are successfully integrated into the fabric of these institutions, helping to support their individual efforts in achieving people management success.
The third program activity ensures the overall integrity of people management across the Public Service through a mix of monitoring, reporting, research and strategic enterprise-wide projects.
These are the elements that form the basis of the Agency's work—in effect, acting as levers that are applied in a dynamic and mutually reinforcing way. It is for this reason that the Agency's PAA functions as a matrix; it is not possible to separate the functioning of one lever from that of the other two.
Policy and Partnerships
Partnerships help align efforts in an environment that is diverse and complex
People management in the Public Service is very much a collaborative effort, but that collaboration is complicated because it extends across three main levels. The first comprises public servants themselves. Public servants are more than employees; they are partners in managing the institution. As individuals, they develop and manage their careers as part of the larger task of managing the knowledge needed to do the jobs entrusted to them. They are also leaders, encouraging and supporting colleagues, taking risks and trying new ideas. Supervisors and managers lead teams of individuals, mentoring, coaching and supporting their staff and looking for ways to maximize the effectiveness of their collective efforts. Unions are also an important part of the equation at this level, keeping a finger on the pulse of the workforce, and representing the interests and articulating the needs of staff.
The second level is the senior cadre of the Public Service, which operates on a different but related level. They bear additional corporate responsibility for the well-being of the institution itself. The Clerk of the Privy Council, as the Head of the Public Service, has a distinctive role in setting tone and direction. In this role, he is supported by a community of deputy ministers who are collectively responsible for the Public Service and, at the same time, individually responsible for the organizations they lead.
At the third level is the Government of Canada, which is responsible for ensuring that the needs of Canadians are met and that results are delivered. In fulfilling this mandate, the Government tasks the Treasury Board, in its role as employer, and the President of the Treasury Board, who is also the Minister responsible for the Agency, to serve as key points of decision making in the matrix of people management.
The diversity of the government's people management context is further evident at the organizational level, as set out in the diagram below.
In considering this landscape, it is important to recognize that the organizations represented here all have different but complementary mandates that use the three program activity levers mentioned above. Policy and partnership efforts, service provision, and integrity assurance are not the purview of the Agency alone. However, as the focal point for people management in the Public Service, the Agency carries additional responsibility for aligning the efforts of these organizations, while respecting their different roles and authorities. For the Public Service to achieve workforce and workplace excellence, the work of these organizations must be complementary, and common objectives must be understood, although the specific responsibilities and priorities are not necessarily the same.
One of the important principles underpinning the Public Service Modernization Act (PSMA) was the empowerment of departments and agencies to "people-manage" their own staff. The principle is based on a simple tenet: those closest to the workforce and workplace will know best what is needed to maximize effectiveness. In response, each organization contributing to the central support of people management has mechanisms in place to consult deputies on what they believe they need to support their respective organizations. Key governance mechanisms also exist to allow deputies and central agencies to exchange views and consider priorities and directions, with the Deputy Minister Committee on Public Service Renewal and the Deputy Minister Human Resources Management Advisory Committee sitting at the top of the collective governance processes.
The central organizations responsible for people management are increasingly turning their attention to governance as an important part of ensuring that common objectives are established, information is shared and, as appropriate, efforts are aligned. Staff across these central organizations are working together to advance shared goals. Over the last year, this collective effort has been clearly shown in the joint work undertaken by the Agency and the Public Service Commission (PSC) to give workshops to staff and managers across the country to deepen the understanding of how the changes made under the PSMA can be used to simplify and streamline staffing. The Canada School of Public Service (CSPS) and the Agency together manage the learning strategy for the Public Service, with the latter setting policy in areas such as required learning, and the former providing the educational infrastructure to support the standards that have been set. As for the Treasury Board Secretariat (TBS) and the Agency, the compensation strategies of TBS are aligned with the Agency's classification efforts.
Policies Set a Shared Direction
Although partnerships are vital to integrating people management efforts, in some areas an organization as dispersed and diverse as the Public Service also requires shared standards. The Agency's policy-setting responsibilities include the following:
- official languages
- executive management
- classification
- employment equity and the duty to accommodate
- values and ethics
- learning
- employment
The objective in setting policies for these key areas is to ensure that common standards are in place, regardless of where individuals are employed in the Public Service. However, as previously noted, people management in the Public Service is very much based on a model where departments are provided with sufficient latitude to facilitate people management excellence customized to their workforce and workplace. This approach is very much embedded in the Treasury Board policies related to people management, and over the last year the Agency has focused on making strides to streamline and simplify that suite of policies. In the coming year, these efforts will continue with renewed attention to facilitating the people management work of deputies and their organizations. To support the goals of the PSMA, and push the envelope of administrative innovation, we will simplify these central policies and, at the same time, reduce their number as much as possible. The key is to balance accountability with flexibility. At times, this balancing may mean getting out of the way of deputies and departments, and allowing them the room to innovate. Those innovations can then be compared and considered, with weaknesses noted, where they exist, and strengths adopted and emulated more broadly.
The Agency's efforts are decidedly at the centre of the partnerships and policies that make up people management. With respect to the former, the Agency finds itself chairing and/or managing the agendas of many of the committees and structures that are in place to align people management efforts across the Public Service, prioritizing and coordinating ideas and initiatives. In the case of the latter, the Agency is the steward of most of the instruments that set the workforce and workplace standards for the Public Service and is thus at the heart of the work to simplify those instruments. All of these efforts are encompassed under the Agency's first program activity in its PAA: Policy Direction, Partnerships and Integration.
Strategic Services
Setting a shared direction and establishing common standards are at the core of what drives the work of central agencies in the Public Service. The next step in driving excellence across the institution is to put in place reinforcing mechanisms to support departments and agencies in their efforts to move in that shared direction and not only to reach, but to surpass those standards.
At times, economies of scale and shared corporate imperatives argue in favour of providing programs from the centre that support all departments and agencies in achieving excellence. Within this context, all of the central agency players for people management work together to provide a suite of support services that adhere to their common objectives, with a strong focus on how best to complement the efforts already being made by departments and agencies.
The Agency looks upon its own strategic services as complements to its other two levers—direction-setting through policy and partnerships, and maintaining the overall integrity of people management across the Public Service. Services can also inform policy direction, as is the case with the support provided to small agencies, where the impact of policies can be assessed and the merits of simplification monitored. Services can also bring special focus to areas of particular importance. This is the case with the Agency's leadership development programs, which create an environment designed to push the envelope on building leaders and leadership ability, while at the same time providing the means to monitor and manage senior-level talent across the Public Service. Enterprise-wide talent management will grow in importance in the future as the need to recruit, develop and retain Public Service leaders at all levels becomes increasingly imperative in an ever-tightening labour market.
The Agency recognizes the importance of understanding the client perspective; it also sees the importance of taking a service orientation in all that it does. Establishing new policies can serve as a case in point. The process for developing these instruments and having them approved by Treasury Board is well understood—research, consult, collaborate and recommend. However, once in place, those policies need to be supported. This support may occur by means of phone calls taken by Agency experts in specialized fields like values and ethics or diversity. It may also take place through outreach efforts where the Agency's experts meet with staff affected by the policies; this is the case, for instance, with the recently approved executive management policies.
This service orientation is being emphasized across all of the Agency's activities. It is, for example, evident in the people management components found within the Management Accountability Framework (MAF). In the coming year, the Agency will be developing a portfolio-based approach to supporting departments and agencies whereby the information gathered through the evaluation of these MAF elements will be combined with information from other sources (such as surveys, departmental integrated plans and more) to generate a comprehensive profile of departmental successes and challenges. The ultimate aim will be to assess best practices holistically and build a cycle of continuous improvement. For the areas identified as requiring improvement, the Agency, working with departments, will look for ways to bring its expertise to bear in supporting efforts to improve. In time this approach could be extended across the central agency partners in people management, fostering even greater alignment of support services across the Public Service.
The success of the Agency's service orientation is being built on a clear understanding of departmental needs and expectations. Those perspectives are gathered through the everyday work of all of the Agency's staff, whose interactions with departments, communities of practice, human resources practitioners and public servants provide much of the raw data for understanding what its clients need. Recently, the Agency launched an External Consultation Survey to gather views from across the Public Service on what the Agency does and how it does it. The views of human resources professionals, managers and executives are being gathered, both to assess Agency performance and to provide direction on how the Agency can improve what it does.
The people management needs of the Public Service are not static. With focused attention, areas of weakness become strengths; of course, new challenges will emerge and, in turn, become areas for attention. The Agency's role as a focal point in people management puts it in an ideal position to manage and monitor these trends, deploying its resources strategically to maximize their impact, whether in piloting new ideas and concepts, or in redirecting its efforts in areas of high return.
Integrity
As noted, the federal public service is Canada's largest employer. As an institution, its employees are dispersed across numerous departments and agencies, some with thousands of employees, others with less than a dozen. In entrepreneurial fashion, these organizations have the latitude to set many of their own directions for people management; this freedom is consistent with the model of delegated authority brought forward under the PSMA. However, as was highlighted in the section on policies, shared directions and common standards in certain areas are also part of the approach. This balance between the individuality of departments and the collectivity that is the Public Service is very much at the heart of maintaining the integrity of people management in the Public Service.
Information is at the centre of integrity. At times, there are legal reasons to assess whether statutory obligations are being met, as in the case with the requirements established for service to the publicunder the Official Languages Act. Information needs are also built around compliance with policies set by Treasury Board, such as those related to required learning. In both cases, there is a need to assess and evaluate the effectiveness of the standards, as well as the support that has been put in place.
Broader efforts are also being made to gather information on people management performance in departments and across the Public Service—efforts that build on the people management elements of the Management Accountability Framework (MAF), but then go beyond it. To support this work, the Agency is renewing its approach to performance measurement to ensure that it assesses the things that really matter. The focus is on identifying key drivers of successful people management, public service-wide and at the departmental level. This information is then used in three ways: to inform thinking on the overall directions for people management in the Public Service; to assist departments in advancing their own people management agendas; and to inform managers of how best to maximize their people management efforts to positively affect their own workforce and workplace.
It is important to underscore that the gathering of this information is not necessarily aimed at enforcing compliance; rather, it may be better understood as part of the cycle of program activity levers that support people management excellence, effectively providing understanding that feeds back into policy and partnership efforts and the related provision of support services. Overall, the objective is straightforward: to assess the extent to which the people management system is working, identify areas where attention is needed, and correct the course as appropriate.
Another important component in maintaining the integrity of people management is research. Adjustments, changes in direction and new innovations in people management must be well informed. The Agency is bringing increased attention to its efforts to ensure that everything it does is based on clear empirical knowledge of the state of people management in the Public Service and on a deep understanding of the elements that comprise people management excellence. Innovative people management ideas can be grown from within and they can also be learned from abroad. For example, if new ways of fast-tracking the staffing process can be learned from Agriculture and Agri-Food Canada, they should be studied and assessed for their possible application across the Public Service. If ways to enhance employee engagement can be found in the private sector, they too should be considered for possible application in a public service context. Quantitative and qualitative research, surveys and best practice studies, the private sector and other public sector organizations, whether in Canada or abroad, are all potential sources of information on people management challenges and excellence that can potentially be applied within the Public Service.
At times, the Agency is also called upon to lead enterprise-wide efforts, not only to maintain the integrity of people management in the Public Service, but also to move the bar higher. Its leadership role in implementing the PSMA is a good example of this kind of responsibility, as are its current efforts to support Public Service renewal.
Over the last year, the Agency put a special focus on defining and assessing all of the elements of human resources management (HRM), from one end of the spectrum when employees are hired to the other end when they leave the Public Service. This process mapping is the initial step in a longer-term effort, not only to design these processes, but also to renew the infrastructure that supports them. The HRM infrastructure needs to be updated. Processes need to be simplified, streamlined and sped up. New technologies need to be applied to support these new processes with a view to improving efficiency and effectiveness, and, again, to speeding up HRM. These actions are part of a broader sweep of changes all intended to simplify and streamline while maintaining integrity—taking on the web of rules that currently frames people management in the Public Service. Process simplification will continue, with policies more closely scrutinized than ever before to ensure that they truly are needed and with special attention paid to reducing the reporting burden put on departments by central agencies. The goal is to support a culture of innovation, not just in people management, but in all Public Service operations.
Applying the Program Activity Levers to People Management
As noted, the combined impact of the three program activity levers described above—partnerships and policy, strategic services, and integrity—is to create conditions whereby federal departments, agencies and institutions can achieve excellent and innovative people management and high-quality workforces and workplaces able to serve the Government and deliver desired results for Canadians. Whether through policies and partnerships, strategic services or integrity-related activities, the Agency must be proactive in understanding and assessing the factors that affect excellence in people management. It must also consider ways to apply them, practically, to the workforce and workplace.
The Public Service does not exist in isolation. As the Clerk of the Privy Council has noted in his reports and in recent discussions of Public Service renewal, the changing demographics of the Canadian population and workforce, technological change and the global economy—in particular its impact on the labour market—are but some of the factors that influence the nature and scope of Public Service people management and the work of Public Service employees. Dealing with a changing environment is nothing new. A little more than two decades ago, desktop computing was not part of the workplace environment. Now it is fundamental to how public servants communicate, research policies and deliver programs. Clearly the workforce and workplace have changed in response to this and other technologies, and they continue to do so. What is important is that, whether the issue at hand is technology, demographics, globalization or other large-scale socio-economic changes, it is the Agency's role to examine and consider their impact on people management in the Public Service.
Moving Forward
The Agency's efforts to apply the three levers to people management are reflected in its revised Program Activity Architecture. This new approach allows the Agency to consider how it operates in terms of its policy, service and integrity functions, as well as to examine particular subject areas that cut across all three functions. It reinforces the way in which these three levers act together as three aspects of a whole strategy for reinforcing unified direction in people management.
The Agency understands that it is not alone in applying the three levers: labour relations policies are set at TBS, learning programs are offered by the CSPS, and staffing integrity is maintained by the PSC. The key is to align these efforts and make sure they drive toward a common purpose that is based on a shared understanding of how successful people management works.
Just as the MAF explains, some of the elements of successful Public Service management, including how people management fits within the broader management framework, work is underway to clearly understand and further consider the framework for people management in the Public Service context.
Building on the people management components of the MAF, and on an evidence-based evaluation of the variables of successful people management, the Agency is working with its partners to evaluate these performance drivers and their impact on and relationship to people management and, ultimately, to serving Canadians. These drivers can help establish where the Public Service puts its people management efforts. They can nurture our understanding of how the Public Service modernizes and renews itself. They can help establish a climate that counters risk aversion and fosters innovation. Again, these elements are not in themselves new, and frameworks come and frameworks go. What is important is that conventional thinking be challenged, perhaps confirmed, sometimes built upon and, on occasion, replaced by new ways of doing things. This process is the basis of a cycle of continuous improvement, and it is the Agency's responsibility to use it to strive for excellence in people management by developing the frameworks, and understanding how to apply the levers—always looking to move from good to better and better to best in public service people management.
Organizational Information
In October 2007, the Agency announced a new organizational structure that will strengthen its capacity to deliver on its forward-looking agenda to advance people management across the Public Service. While the mandate of the Agency as the focal point for people management in the Public Service has not changed, its new structure will foster its capacity to work in a more strategic and aligned manner, internally and with its partners. Ultimately, this will allow the Agency to better support the needs of its clients—departments, managers, the human resources (HR) community and public servants—in advancing people management excellence.
The new structure also focuses on maximizing the effectiveness of the Agency's operations. By bringing together subject areas that are naturally linked (e.g. the policies and programs that impact the social fabric of the Public Service—values and ethics, official languages and employment equity), it is pooling its functional expertise so that people doing similar work can draw upon and support each other. By moving to an organization with one sector for overall strategic direction and coordination, and four sectors for specific business lines, the Agency will create internal synergies while bringing focus to key priorities.
The Agency's organizational structure includes:
- Four major business line sectors—Workforce and Workplace Renewal; Public Service Renewal Taskforce and Modernization; Strategic Infrastructure, Organization and Classification; and Leadership and Talent Management
- One overall strategic direction and integration sector—Strategic Policy, Planning and Research
- Three corporate support branches—Human Resources Management and Administrative Services, Finance, and Communications.
The Workforce and Workplace Renewal Sector focuses on programs and policies related to employment, values and ethics, official languages, diversity, and integrated business and HR planning. It helps build and sustain a well-managed, dynamic and engaged workforce that is representative of Canada's diverse population and that serves Canadians in both official languages, and supports functional communities and related networks.
The Public Service Renewal Taskforce and Modernization Sector supports the Public Service renewal agenda by providing advice, analysis, monitoring, outreach and coordination, and will continue to advance HR modernization efforts flowing from the Public Service Modernization Act.
The Strategic Infrastructure, Organization and Classification Sector leads on creating the underlying HR infrastructure for the Public Service and advancing efforts to modernize classification.
The Leadership and Talent Management Sector is the focal point for leadership development and talent management for the Public Service and leads on executive management policy and compensation, learning policy, leadership development policies and strategies, leadership development programs, Public Service awards and recognition, Interchange Canada and the Government of Canada Fellows Program, and the Assistant Deputy Minister (ADM) Secretariat. Also, the Visiting Director General (DG) supports the renewal priority of talent management to the executive (EX) community.
The Strategic Policy, Planning and Research Sector supports direction setting for people management, aligning efforts within and outside the Agency. The sector provides an empirical, results-based lens through its strategic policy and research and knowledge efforts, while drawing together information to assess departmental people management performance. It also fosters excellence within the Agency through its responsibility for strategic planning.
The Human Resources Management and Administrative Services Branch provides internal human resources management services, supporting the Agency's goal of having a model workforce and workplace.
The Finance Branch supports the Agency's overall financial integrity.
The Communications Branch brings together the Agency's communications, marketing and outreach activities. It is responsible for developing and sustaining a unified Agency presence, providing support for parliamentary activities, as well as supporting internal and external communications activities, including the web.
The Visiting ADM provides strategic advice to deputy heads on managing their ADM cadre, in areas such as talent management, while supporting the broader needs of the ADM community.
Governance
The Agency maintains a governance structure that combines formal decision-making committees with internal networks and Agency champions for various areas of interest. This governance structure is the foundation that supports external committees and networks that extend the reach and influence of the Agency as it works to align people management efforts across the Public Service.
Policy and program proposals generated by the Agency's various sectors move through a two-committee approval process. The Coordinating Committee of Directors General (CCDG) provides a forum for open discussions, where directors general from across all responsibility centres within the Agency bring their varying backgrounds, experiences and current mandates to collectively consider Agency initiatives and proposals. New concepts, information sharing and brainstorming sessions are all part of the work of the CCDG.
Once something is considered by CCDG, it moves to the next stage in the approval process, the Senior Management Committee Policy forum (SMC Policy). The Agency's senior managers, its President, her direct reports, and the Executive Vice President, come together to consider the items presented at the CCDG to give final internal approval. Policy proposals that will be brought before the Treasury Board are subject to additional governance processes to align the policy efforts and agenda of the Agency and the Treasury Board Secretariat.
The Agency also supports key deputy ministerial governance forums, the Deputy Minister Committee on Public Service Renewal and the Human Resources Management Advisory Committee. These committees, supported by the Agency, provide places that integrate people management and renewal efforts across the entire Public Service. While the Agency's own efforts are often brought forward to these committees after moving through the Agency's internal governance mechanisms, the proposals and initiatives of the other HR partners are heard here as well.
The Agency's networks are aligned with its efforts to advance internal excellence on many different fronts, including policy and administrative excellence, communities of shared interest within the Agency, and cross-cutting groupings of persons dedicated to advancing and supporting change and continuous improvement within the Agency.
Program Activity Architecture (PAA) Crosswalk
In 2007, the Agency updated its PAA in response to the need to move to a results-based framework that captures the full range of what the Agency does and why it does it. The following table provides a redistribution of financial resources to the new structure.
Program Activity Architecture (PAA) Crosswalk
| 2008–09 | ||||
| ($ millions) | Policy Direction, Partnerships and Integration Program | Strategic Services Program | Integrity and Sustainability Program | Total |
| Modernized Human Resources Management and Strengthened Accountability | 6.9 | 3.3 | 7.8 | 18.0 |
| Representative and Accessible Public Service | 4.8 | 3.1 | 3.1 | 11.0 |
| Effective, Ethical Leadership and a Quality Work Environment | 11.3 | 28.5 | 4.1 | 43.9 |
| 23.0 | 34.9 | 15.0 | 72.9 | |
Summary Information
Financial Resources ($ millions)
| 2008–09 | 2009–10 | 2010–11 |
| 72.9 | 65.1 | 65.1 |
Human Resources (full-time equivalents)
| 2008–09 | 2009–10 | 2010–11 |
| 497 | 438 | 438 |
Voted and Statutory Items Listed in the Main Estimates
| ($ millions) | |||
| Voted and Statutory Item |
Truncated Vote or Statutory Wording | 2008–09 Main Estimates1 |
2007–08 Main Estimates |
| 50 | Program expenditures | 64.6 | 60.5 |
| (S) | Contribution to employee benefit plans | 8.3 | 8.6 |
| Total | 72.9 | 69.1 | |
(1) The Agency's Main Estimates have increased by $3.8 million from $69.1 million in 2007–08 to $72.9 million in 2008–09 as a result of:
a. An increase of $3.3M in funding for activities that are essential to the continued implementation of the Public Service Modernization Act;
b. A transfer of $2.0M from other government departments to support the National Managers' Community;
c. An increase of $0.6M for the purpose of fulfilling the reporting requirements established by the Public Servants Disclosure Protection Act;
d. A net increase of $0.4M related to collective agreement increases and adjustments to Employee Benefits Plans;
e. A decrease of $0.9M in the Joint Learning Program; and
f. A transfer of $1.6M from the Office of the Public Service Integrity Officer, Canada Public Service Agency funding to the Office of the Public Sector Integrity Commissioner.
Departmental Planned Spending Table and Full-Time Equivalents
| ($ millions) | Forecast Spending 2007–08 |
Planned Spending 2008–09 |
Planned Spending 2009–10 |
Planned Spending 2010–11 |
| Budgetary Main Estimates (gross) | 69.1 | 72.9 | 65.1 | 65.1 |
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| Total Main Estimates | 69.1 | 72.9 | 65.1 | 65.1 |
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| Adjustments | ||||
| Supplementary Estimates (A) | ||||
| Funding to fulfil legislative obligations under the Public Service Modernization Act | 17.4 | |||
| Funding for the purpose of leading and overseeing the implementation of the Public Servants Disclosure Protection Act | 2.9 | |||
| Funding for activities that are essential to the continued implementation of the Public Service Modernization Act | 2.8 | |||
| Joint Learning Program | 0.4 | |||
| Transfers to support the National Managers' Community | 1.0 | |||
| Transfer to the Office of the Public Sector Integrity Commissioner | -1.4 | |||
| Collective Agreement Increases | 0.7 | |||
| Operating Budget Carry Forward | 4.5 | |||
| Internal Audit | 0.2 | |||
| Supplementary Estimates (B) | ||||
| Funding for the Classification Reform Program | 4.5 | |||
| Transfers to support the National Managers' Community | 1.0 | |||
| Total Adjustments | 34.0 | 0.0 | 0.0 | 0.0 |
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| Total Planned Spending | 103.1 | 72.9 | 65.1 | 65.1 |
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| Plus: Cost of services received without charge | 8.9 | 9.1 | 8.6 | 8.6 |
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| Total Departmental Spending | 112.0 | 82.0 | 73.7 | 73.7 |
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| Full-time Equivalents | 675 | 497 | 438 | 438 |
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The reduction in estimated total planned spending and full-time equivalents from 2007-2008 to 2008-2009 is mostly due to the temporary nature of funding to continue Human Resources Management Modernization ($17.4M), for Classification Reform ($4.5M), for Operating Budget Carry-Forward ($4.5M), for the Public Servants Disclosure Protection Act ($2.3M) and for other minor adjustments.
Program Activities by Strategic Outcome
| ($ millions) | Expected Results | Planned Spending | Contributes to the following priority | ||
| 2008–09 | 2009–10 | 2010–11 | |||
| Strategic Outcome: Federal departments, agencies and institutions demonstrate excellent and innovative people management and achieve high quality workforces and workplaces able to serve the Government and deliver desired results for Canadians | |||||
| Policy Direction, Partnerships and Integration Program |
Centralization of leadership and direction respecting people management.
Effective support to TB vis-à-vis its policy functions. The leveraging and alignment of the individual efforts of others and the integration of these efforts into a collective agreement. |
23.0 | 24.6 | 24.6 | Priorities 1, 2, 3 and 4 |
| Strategic Services Program |
Complementarity of Agency services with existing departmental capacity as well as with the work and objectives of other central agencies.
Excellence and innovation respecting the people management system. |
34.9 | 29.9 | 29.9 | |
| Integrity and Sustainability Program | Ongoing understanding of the challenges and risks to the integrity and sustainability of the people management system (i.e. how public servants are being managed and the degree to which enabling mechanisms are being applied). | 15.0 | 10.5 | 10.5 | Priority 4 |
| Total | 72.9 | 65.1 | 65.1 | ||
Plans and Priorities
The Agency's plans and priorities in the coming years are based on the following:
Departmental Priorities
| Name |
1. Achieving effective leadership and management
|
2. Developing a workplace second to none
|
3. Building workforce excellence
|
4. Strengthening HR effectiveness and integrity
|
