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Section II - Detailed Analysis by Program Activity

Strategic Outcome

The Public Service Commission (PSC) has one strategic outcome:

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, representativeness and transparency.

The PSC contributes to the achievement of our strategic outcome by:

• ensuring that the public service is non-partisan and that appointments across the public service are based on merit and are free from political or bureaucratic patronage;
• working with departments and agencies to implement recruitment strategies and staffing practices that respect the values of fairness, access, representativeness and transparency and are consistent with the new Public Service Employment Act (PSEA); and
• strengthening the accountability from the Commission to Parliament regarding the health of public service staffing.

Performance Indicators, Strategy, Target and Reporting Frequency

The following table identifies the performance indicators, measurement strategies and targets for reporting on the achievement of the strategic outcome on an annual basis. The achievement of the strategic outcome over time will be measured primarily through longer-term trends identified from the PSC's analysis of annual data, from ongoing audits and studies and from the five-year evaluation of the PSEA.

Performance Indicators	Strategy, Target & Reporting Frequency
Overall Level of conformity with PSEA requirements and appointment policy	Performance Measurement Strategy: Develop and implement procedures, frameworks and plans for oversight activities Target: Satisfactory findings from oversight activities Reporting Frequency: Annual
Accountability Number of potential PSC appearances before parliamentary committees measured against the number of actual appearances Number of reports to Parliament	Performance Measurement Strategies: Determine the number of potential and actual PSC appearances before parliamentary committees Target 1: Minimum of five appearances annually - Main estimates, Annual Report, Audit Reports, Employment Equity, Official Languages Target 2: Report to Parliament: One Annual Report, ten audits, studies and evaluations Reporting Frequency: Annual
Merit/Competency Well founded statements of merit criteria that are thoroughly assessed and form the basis for appointment decisions	Performance Measurement Strategies: Assessed through monitoring activities, periodic audits, evaluations and/or surveys on appointment processes and investigations Target: Under development Reporting Frequency: Annual
Perception of public service employees about competency of people hired	Performance Measurement Strategies: Assessed through periodic surveys of public service employees Target: 85% Reporting Frequency: Annual
Merit/Official Languages Number of non-compliant positions with respect to official languages requirements	Performance Measurement Strategies: Collect data from PSC information systems Target: Zero Reporting Frequency: Annual
Non-partisanship Perception of Canadians about non-partisanship of the public service Number of annual cases of political influence on an appointment decision identified by the PSC Number of annual cases of improper political activities by public servants or deputy heads identified by the PSC	Performance Measurement Strategies: Assessed through periodic surveys, ongoing oversight activities and review of alleged infractions Target: Under development Reporting Frequency: Annual
Fairness Perception of public service employees about fairness of appointment processes	Performance Measurement Strategies: Assessed through periodic surveys of public service employees Target: 85% Reporting Frequency: Annual
Access Percentage of jobs open to the public having a national area of selection	Performance Measurement Strategies: Collect data from PSC information systems Target: Increase from previous years; 29% in 2006, should increase to 55% for 2007-2008 and to 100% by 2009-2010 (excluding casuals and short terms) Reporting Frequency: Annual
Representativeness Number of employment equity groups for which representation in the public service is below workforce availability	Performance Measurement Strategies: Collect data from the Canada Public Service Agency and Statistics Canada Target: Zero Reporting Frequency: Annual
Transparency Perception of public service employees about transparency of appointment processes	Performance Measurement Strategies: Assessed through periodic surveys of public service employees Target: 85% Reporting Frequency: Annual

Program Activity Architecture

This graphic shows how the PSC's Program Activity Architecture is designed to carry out our responsibilities. The following pages of this section will indicate how each program activity contributes to the achievement of the PSC's strategic outcome.

Program Activity 1.1.0 - Appointment Integrity and Political Neutrality

Description
The Appointment Integrity and Political Neutrality activity develops and maintains a policy and regulatory framework for safeguarding the integrity of public service staffing and ensuring political neutrality. This activity includes establishing policies and standards, providing advice, interpretation and guidance and administering delegated and non-delegated appointment authorities

Structure

Related Resources

Resources	2008-2009	2009-2010	2010-2011
Financial ($ thousands)	16,977	17,469	18,053
FTE	154	158	163

Results to be Achieved
We have identified the following expected results and will monitor performance of the following indicators to help ensure that this program activity is on track.

Expected Results	Performance Indicators
Recruitment strategies and staffing practices, consistent with the new PSEA and PSC strategic outcome, are implemented across the public service	Performance Indicator 1: Level of success in implementing recruitment strategies and staffing practices, consistent with the new PSEA and PSC strategic outcome, across the public service Target: Satisfactory evaluation findings on the implementation of the new PSEA Reporting Frequency: Five-year PSEA review
	Performance Indicator 2: Number of delegation instruments with limitations or conditions imposed by the PSC Target: Zero (Two reported in 2006-2007 Annual Report) Reporting Frequency: Annual Performance Indicator 3: Number of complaints to Public Service Staffing Tribunal Target: Under development Reporting Frequency: Annual

1.1.1 Policy, Regulation, Exclusion Approval Orders and Guides

The Policy, Regulation and Exclusion Approval Orders (EAO) sub-activity develops, interprets and provides advice and guidance on policies, regulations, and EAOs related to staffing and political activities. This includes:

• analyzing policy issues, developing options, consulting, creating and maintaining policy instruments;
• sharing best practices and providing expert advice, guidance and communications to colleagues and stakeholders; and
• providing advice and assistance to departments and agencies in promoting employment equity and achieving a public service that reflects the diversity of Canadian society.

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within EAOs and Guides in support of program activity 1.1.0, and the expected results outlined below

Financial Resources ($ thousands)

2008-2009	2009-2010	2010-2011
7,397	7,712	8,041

Planned Commitments:

• Continue developing approaches and instruments to enhance use of PSEA flexibilities and facilitate staffing;
• Pursue national area of selection (NAoS) analysis and implementation;
• Continue research on drop-off of employment equity groups, identification and development of barrier removal strategies and tools; and
• Continued improvement in the Annual Report for results-focused accountability to Parliament.

Results to be Achieved

Expected Results	Performance Indicators
Policies, regulations and guides related to staffing and political activities are consistent with the new PSEA and the PSC strategic outcome	Performance Indicator 1: Findings from audits, studies and evaluations related to staffing and political activities Target: Satisfactory findings Reporting Frequency: Annual Performance Indicator 2: Number of EAOs and regulations up-to-date and supportive of PSEA flexibilities Target: Four new EAOs and changes to associated regulations by 2008-2009 Reporting Frequency: Annual
Departments and agencies receive relevant and accurate policy information and advice in a timely manner	Performance Indicator 1: Relevance, timeliness and accuracy of policy information and guidance provided by the PSC to departments and agencies Target: Satisfactory results from Survey of Staffing and Survey of Human Resources (HR) Practitioners to be developed and conducted in 2008-2009 Reporting Frequency: Annual Performance Indicator 2: Establishment of a PSC advance ruling mechanism that assists departments and agencies in developing complex staffing strategies that comply with appointment policy framework and values Target: Effective mechanism in place to assist departments and agencies with staffing solutions that respect PSC's policy framework and staffing values Reporting Frequency: Annual

1.1.2 Delegated Appointment Authorities

The Delegated Appointment Authorities sub-activity administers the delegation of appointment authorities to departments and agencies through staffing advice and assistance as well as learning products and services

Over the next three-year planning period, the PSC will dedicate the following resources to key programs and services within Delegated Appointment Authorities in support of program activity 1.1.0, and the expected results outlined below

Financial Resources ($ thousands)

2008-2009	2009-2010	2010-2011
4,859	4,885	4,899

Planned Commitments:

• Provide continuous leadership for exercise of delegated authorities through advice, interpretation, guidance, presentations, and sharing best practices;
• Provide tools and products to facilitate the management of appointment and appointment-related authorities; and
• Take action to deal with deficiencies in delegated organizations.

Results to be Achieved

Expected Results	Performance Indicators
Increasingly well informed community of sub-delegated managers and HR specialists and increasingly well managed delegated authorities	Performance Indicator: Aggregate number of support actions provided Target: Increased proportion of support actions related to complex matters, accompanied by a decreased proportion of support actions related to requests for basic information (as the knowledge base across the public service improves)
Departments and agencies receive relevant and accurate information and advice related to their delegated appointment authorities in a timely manner	Performance Indicator: Relevance, timeliness and accuracy of policy information and guidance provided by the PSC to departments and agencies Target: Satisfactory results from Survey of Staffing and Survey of HR Practitioners to be developed and conducted in 2008-2009 Reporting Frequency: Annual

1.1.3 Non-delegated Authorities

The Non-delegated Authorities sub-activity administers authorities that are not delegated to departments and agencies, such as the oversight of priority administration, the review of political candidacy requests and the oversight of the application of the Public Service Official Languages Exclusion Approval Order (PSOLEAO), including granting extensions and exclusions

Over the next three-year planning period, the PSC will dedicate the following resources to key programs and services within Non-delegated Appointment Authorities in support of program activity 1.1.0, and the expected results outlined below

Financial Resources ($ thousands)

2008-2009	2009-2010	2010-2011
4,721	4,872	5,113

Planned Commitments:

• Continuous improvement of priority administration to reflect changes to the legislative framework, PSC policies and delegated authorities and to accommodate modernized staffing practices;
• Implementation of a new, dedicated unit to support political activities; and
• Modify approach to monitoring the former and new PSOLEAO to ensure consistency.

Results to be Achieved

Expected Results	Performance Indicators
Proper consideration of persons for appointments with priority rights	Performance Indicator: Percentage of individuals with priority rights appointed Target: Effective and timely placement of persons with priority entitlement Reporting Frequency: Annual
Proper application of the political activities provisions of the PSEA	Performance Indicator: Number of political candidacy requests received and analyzed for PSC permission Target: Timely analysis and approvals process Reporting Frequency: Annual
Proper application of the PSOLEAO	Performance Indicator: Percentage of situations in conformity with the PSOLEAO Target: Decrease in number of non-compliant situations from previous year Reporting Frequency: Annual
Non-delegated authorities administration systems and procedures are efficient and well managed	Performance Indicator: Level of efficiency and management of non-delegated authorities administration systems and procedures (quality and accuracy of data entered in the Priority Management Information System) Target: Satisfactory study findings on the administration of non-delegated authorities Reporting Frequency: Annual (determined by audits, studies and evaluations plans)

Program Activity 1.2.0 - Oversight of Integrity of Staffing and Political Neutrality

Description
The Oversight of Integrity of Staffing and Political Neutrality 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 political neutrality. This activity includes monitoring departments' and agencies' compliance with legislative requirements, conducting audits, studies and evaluations, carrying out investigations and reporting to Parliament on the integrity of public service staffing

Structure

Related Resources

Resources	2008-2009	2009-2010	2010-2011
Financial ($ thousands)	36,106	39,518	42,758
FTE	313	343	371

Results to be Achieved
We have identified the following expected results and will monitor performance of the following indicators to ensure that this program activity is on track.

Expected Results	Performance Indicators
Organizations have implemented PSC monitoring and audit recommendations, and corrective action as a result of investigations, which contributes to safeguarding the integrity of staffing and political neutrality	Performance Indicator: Percentage of PSC audit recommendations and corrective action implemented by organizations Target: 100 % Reporting Frequency: Annual
Enhanced risk-based oversight of the integrity of public service staffing	Performance Indicator 1: Percentage of coverage of oversight activities (monitoring, audits, studies and evaluations) Target: Under development Reporting Frequency: Annual

1.2.1 Monitoring

The Monitoring sub-activity ensures departments' and agencies' compliance with legislative requirements of the PSEA in the context of their delegated authorities. This includes:

• providing feedback and analysis to departments based on reports, visits and other monitoring tools to identify areas of improvement, risk and public service-wide issues;
• sharing best practices or challenges; and
• identifying the need for intervention.

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Monitoring in support of program activity 1.2.0, and the expected results outlined below

Financial Resources ($ thousands)

2008-2009	2009-2010	2010-2011
3,629	3,940	4,325

Planned Commitments:

• Updating the PSC departmental annual monitoring framework and reporting requirements to re-focus them to better assess progress in implementing the PSEA;
• Monitoring the delegation of staffing authorities through an integrated risk management strategy which includes active monitoring, information gathering and reporting and measures when non compliance occurs;
• Monitoring the responsibilities of the PSC with regard to the political neutrality through the implementation of an integrated risk management strategy; and
• Implementing a less burdensome and more effective results-focused Departmental Staffing Accountability Report process and assessment of risks in staffing system using leading indicators.

Results to be Achieved

Expected Results	Performance Indicators
More effective accountability between the PSC and deputies with respect to staffing and political impartiality	Performance Indicator: Percentage of departments  and agencies fully meeting staffing and political impartiality reporting requirements Target: 100% Reporting Frequency: Annual
The PSC administers a well managed monitoring and feedback system	Performance Indicator: Percentage of key monitoring transactions completed in the annual cycle (includes call letters, completed departmental responses and feedback responses or meetings) Target: 100% Reporting Frequency: Monthly
Staffing management improvements by delegated organizations	Performance Indicator 2: Proportion of organizations that demonstrate staffing management improvements in response to PSC monitoring Target: 100% of organizations that received recommendations in the previous cycle Reporting Frequency: Annual

1.2.2 Audits, Studies and Evaluations 

The Audits, Studies and Evaluations sub-activity conducts independent audits, studies and evaluations and reports to Parliament on the integrity of the appointment process, including the protection of merit and political neutrality

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Audits, Studies and Evaluations in support of program activity 1.2.0, and the expected results outlined below

Financial Resources ($ thousands)

2008-2009	2009-2010	2010-2011
22,805	26,114	29,061

Planned Commitments:

• Performing independent audits (departmental, government-wide and follow-up), studies and evaluations that are relevant and meet quality assurance standards;
• Continuing to build the capacity of the audit function by establishing a robust quality management framework and professional development program, reviewing audit work, and ensuring compliance with professional standards;
• Supporting the longer-term evaluation of the five-year review of the PSEA; and
• Providing appointment data and analysis and maintaining a related information system to support the PSC's oversight role and the information needs of departments and agencies.

Results to be Achieved

Expected Results	Performance Indicators
Independent audits, studies and evaluations are conducted in accordance with a risk-based oversight plan and professional standards	Performance Indicator: Number of audits, studies and evaluations completed in accordance with approved plans and professional standards Target: 2008-2009: Ten audits, studies and evaluations 2010-2011: Ongoing internal quality reviews of audits completed to ensure compliance with internal quality assurance standards Reporting Frequency: Annual

1.2.3 Investigations and Early Intervention Mechanisms 

Investigations, which may include early intervention processes, provide oversight of concerns raised about appointments. Investigations are also conducted into allegations of improper political activities of public servants

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Investigations and Early Intervention Mechanisms in support of program activity 1.2.0 and the expected results outlined below

Financial Resources ($ thousands)

2008-2009	2009-2010	2010-2011
9,672	9,464	9,372

Planned Commitments:

• Strengthening PSC capacity and processes to ensure it carries out investigations effectively and to protect the integrity of the staffing system and the non-partisan nature of the public service;
• Helping departments and agencies develop their own internal, values-based approaches to resolve staffing-related complaints early and informally by developing a course with the Canada School of Public Service; and
• Developing delivery standards and best practices for all types of PSC investigations.

Results to be Achieved

Expected Results	Performance Indicators
Effective and timely resolution of investigations handled by the PSC	Performance Indicator 1: Percentage of investigations that meet defined standards. Standards will be defined in quarter one of 2008-2009 Target: 80% of investigations conducted within specified standards Reporting Frequency: AnnualPerformance Indicator 2: Number and percentage of staffing concerns dealt with through Early Intervention processes Target: Significant percentage of cases resolved through Early Intervention mechanisms Reporting Frequency: Annual
	Performance Indicator 3: Number of decisions referred to and overturned by the Federal Court Target: Low number of successful judicial review applications before the Federal Court, challenging PSC decisions Reporting Frequency: AnnualPerformance Indicator 4: Percentage of jurisdiction decisions that meets defined standards. Standards will be defined in quarter one 2008-2009. Target: 80% of investigations conducted within specified standards Reporting Frequency: Annual

Program Activity 1.3.0 - Staffing Services and Assessment

Description
The Staffing Services and Assessment 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 research and development, consultation, assessment operations and counselling for use in recruitment, selection and development throughout the federal public service. This activity also includes delivering staffing services, programs and products to departments and agencies, to Canadians and public servants, through client service units located across Canada

Structure

Related Resources

Resources	2008-2009	2009-2010	2010-2011
Financial ($ thousands)	46,527	43,774	40,051
FTE	563	520	478

Even with broad delegation of appointment authorities, the demand for PSC staffing and assessment services has continued to increase. The ongoing demand for PSC services points to a continued need for a central service provider. In order to keep up with this demand, as well as provide a more diverse range of services, the PSC has taken steps to expand its cost recovery authority. Operating approximately 50% of services under a cost recovery approach permits us to establish a flexible and responsive service organization that meets the demands of delegated managers. 

Results to be Achieved
We have identified the following expected results and will monitor performance of the following indicators to help ensure that the Staffing Services and Assessment program activity is on track.

Expected Results

Performance Indicators

Staffing and assessment services and products meet the business needs of clients and are consistent with the new PSEA and the PSC's strategic outcome

Performance Indicator: Level of client satisfaction with PSC staffing and assessment services and products Target: Satisfactory consultation and survey results Reporting Frequency: Annual against three-year plan Performance Indicator: Degree of consistency of staffing and assessment services and products with the new PSEA and the PSC's strategic outcome Target: Satisfactory audit and study findings Reporting Frequency: Determined by audit, study and evaluation plan

1.3.1 Staffing Services 

The Staffing Services sub-activity includes the development and delivery of staffing services, systems, programs and products to departments and agencies, Canadians and public servants

The PSC's staffing services include executive staffing services, general recruitment services, central recruitment programs and expanding non-executive services designed to help federal departments and agencies select individuals for positions across a range of occupations and levels within the public service

Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Staffing Services in support of program activity 1.3.0, and the expected results outlined below

Financial Resources ($ thousands) (Note 1)

2008-2009	2009-2010	2010-2011
33,422	31,102	27,331

Note 1: Resources include sunset funds (in the amounts of  $6,119K, $7,200K and $7,300K for 2008-2009,  2009-2010 and 2010-2011 respectively for the Public Service Staffing Modernization project which oversees the Public Service Resourcing System.

Planned Commitments:

• Continuing to implement the Staffing and Assessment Business Modernization and Transformation Strategy;
• Delivering high-quality general and central recruitment services, programs and products;
• Providing executive staffing services to departments and agencies;
• Supporting the implementation of e-resourcing to departments and agencies; and
• Expanding selection of services offered on a cost recovery basis.

Results to be Achieved

Expected Results	Performance Indicators
Staffing services delivered within service standards	Performance Indicator: Percentage of staffing services delivered meeting service standards Target: To be determined once standards and tracking systems in place Reporting Frequency: Annual
Stable demand for PSC staffing services	Performance Indicator: Volume of staffing services provided Target: 2008-2009: Stable  2009-2010: Increase Reporting Frequency: Quarterly
Electronic systems and tools that increase efficiencies in staffing	Performance Indicators: - Statistical evidence of efficient screening and referrals; and - Stable and reliable electronic staffing system to support departments and agencies in external referrals Target: Under development (e-resourcing performance reports being developed) Reporting Frequency: Annual

1.3.2 Assessment

Through the PSC's Personnel Psychology Centre and regional client service units, the Assessment sub-activity provides assessment-related products and services in the form of research and development, consultation, assessment operations and counselling for use in staffing, selection and development throughout the federal public service. Over the three-year planning period, the PSC will dedicate the following resources to key programs and services within Assessment in support of program activity 1.3.0, and the expected results outlined below

Financial Resources ($ thousands)

2008-2009	2009-2010	2010-2011
13,105	12,672	12,720

Note: Resources are net of $14,000K in revenues credited to the vote for Assessment and Counselling Services and Products

Planned Commitments:

• Providing assessment-related development, operational, research and consultation services and products; and
• Obtaining continued authority to re-spend revenue for 2008-2009 and beyond.

Results to be Achieved

Expected Results	Performance Indicators
Assessment services delivered within service standards	Performance Indicators: - Percentage of assessment services delivered meeting  service standards - Number of assessment accommodations provided - Number of new products modified or developed; and - Level of client satisfaction with Test Services Target: - Acceptable levels of client satisfaction - Compliance to service standards - Meeting forecasted volumes Reporting Frequency: Annual
Second Language Oral Interaction Evaluations (SLE) are provided and processed in a timely manner	Performance Indicator: Average SLE Oral Interaction turnaround time Target: Ten days (for imperative staffing) Reporting Frequency: Monthly
Carry out research studies	Performance Indicator: Number of research studies completed Target: To be determined Reporting Frequency: Annual

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