Strategic Outcome, Organizational Priorities and the Action Plan Supporting the Priorities

To provide Canadians with a highly competent, non-partisan and representative public service, able to provide service in both official languages, in which appointments are based on the values of fairness, access, transparency and representativeness

PSC Organizational Priorities 2012-2013

1. Ensure a smooth transition to the new Commission.

  • Supporting the new Commission
  • Knowledge transfer to the new Commissioners

2. Support departments and agencies in responding to their staffing-related needs relating to work force adjustments.

  • Increase the provision of staffing policy advice and services to support organizations in the management of, and assessment related to, selection for retention or layoff of employees
  • Improve effectiveness of the Priority Administration Program through policy guidance, technological enhancements, and business process improvement to streamline the management of priorities and ensure entitlements are respected

3. Implement the required changes following the five-year legislative review of the Public Service Modernization Act (PSMA).

  • Participate in Parliamentary hearings and conduct integrated policy and other work in response to the results of the review of the PSMA
  • Continue to implement policy changes resulting from the PSC’s appointment policy review as appropriate
  • Increase understanding of a values-based staffing regime and
  • Continue to revise guidance documents and communication material to better support public service employees in understanding their roles and legal responsibilities related to Part 7 of the Public Service Employment Act

4. Provide ongoing independent oversight and assurance to Parliament on the integrity of the staffing system and the non-partisanship of the federal public service.

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

5. Provide quality selection services to meet the evolving needs of client organizations.

  • Advance the PSC’s position as the federal government’s centre of expertise in staffing and assessment
  • Implement standardized business processes to deliver consistent, professional services across Canada
  • Evolve the staffing system to a single intuitive platform that better meets client needs
  • Strengthen our strategic partnerships with internal and external stakeholders

6. Build on the PSC as a model organization.

  • Ensure a workforce ready to meet future challenges, through tools such as Integrated Human Resource Planning and the Strategic Learning program
  • Implement budget decisions within the PSC, while respecting our legislative obligations and management values
  • Modernize the workplace through relocation to Gatineau
  • Fully integrate the program evaluation process into the PSC management practices and act on recommendations arising to enhance PSC program delivery and achievement of results