Section III - Supplementary Information
Organizational Information and Accountability
The Public Service Commission (PSC) is an independent agency reporting to Parliament on matters under its jurisdiction. The Commission consists of a President and two or more part-time Commissioners appointed for a maximum period of seven years. The President is appointed under the Great Seal and
the Commissioners are appointed by the Governor in Council. The President’s position is currently held by Maria Barrados and the two Commissioner positions are held by Manon Vennat and David Zussman. The President is the Chief Executive Officer and is accountable to the Commission under the
Public Service Employment Act
. She is also accountable to the Minister of Canadian Heritage for specific duties and responsibilities under the
Financial Administration Act
.
Five branches
headed by Vice-Presidents support the President in her role as Chief Executive Officer and contribute to the achievement of the PSC’s strategic outcome under two program activities identified in the new PSC Program Activity Architecture: Appointment Integrity and Political Neutrality and Recruitment and Assessment Services. An organization chart outlining the PSC’s structure and accountability is presented below.
Organizational Information and Accountability
(Click on image
to enlarge)
The
Senior Vice-President, Policy
develops and advances the Commission’s strategic policy frameworks; develops, promotes and monitors the
implementation of appointment policies, standards and criteria; is accountable for advancing employment equity and linguistic duality in staffing and recruitment across the public service; develops and implements the Commission’s policy and regulatory framework for staffing and the political activities of public servants; negotiates, monitors and assesses the exercise of the authorities delegated to deputy heads; carries out the delegated authority for the approval of non-delegated appointments; and
ensures the exercise of non-delegated authorities.
The
Vice-President, Audit
develops and implements a public service-wide independent audit function to assess the application of the merit principle and the staffing values and to safeguard the public interest; and recommends corrective actions to address specific and systemic deficiencies identified through audits.
The
Vice-President, Investigations
conducts investigations and administers the appeal process against
alleged breaches of the current
Public Service Employment Act
in order to protect the public interest and to promote the application of merit, fairness, equity and transparency; ensures the independence of the boards of appeals and investigations called upon to guide the Commission’s actions; and promotes the use of alternative dispute resolution methods in recourse.
The
Vice-President, Services
develops, implements and delivers recruitment and assessment systems,
programs, services and products for use across the public service; and develops and implements strategies, policies and structures to support the new PSC service organization.
The
Vice-President, Corporate Management
develops and monitors corporate management planning frameworks and policies related to the management accountability framework, finance, human resources management, information technology, communications and other administrative and support services; provides central
services and systems in support of all PSC programs, including the Offices of the President and Commissioners; and formulates and implements policies, plans, guidelines, standards, processes and procedures to support the decision-making process for the Commission.
Crosswalk between 2004-2005 RPP Priorities and PSC Program Activity Architecture
|
2004-2005 RPP Priorities
|
2004-2005 RPP Commitments
|
Crosswalk to PAA
|
|
Program Activity
|
Programs and Services
|
|
1. The PSC’s responsibilities under the new PSEA for setting appointment policy and safeguarding the
integrity of the appointment process are fully implemented.
|
Develop a flexible, enabling policy framework to assist managers in making appointment decisions.
|
Appointment Integrity and Political Neutrality
|
Policy, Regulation, Guidelines, Exclusion Approval Orders and Orders in Council
|
|
Further delegate staffing authorities to deputy heads and encourage them to sub-delegate to as low a level as possible in their organizations.
|
Staffing Delegation and Accountability
|
|
Strengthen approach to oversight, using audit more intensively and effectively in order to enhance accountability of both deputy heads to the Commission, and the Commission to Parliament.
|
Audits and Studies
|
|
Implement a new political activities regime which balances the political rights of public servants with the need to preserve the political impartiality of the public service.
|
Policy, Regulation, Guidelines, Exclusion Approval Orders and Orders in Council
|
|
Manage essential oversight and non-delegated appointment
responsibilities according to the current PSEA through the transition to the new PSEA.
|
Non-Delegated Authorities
|
|
2. A modernized service vision is implemented in which delivery options are best suited to the needs of the public service.
|
Assist departments in considering options for the delivery of resourcing services that respond
efficiently and effectively to their staffing needs.
|
Recruitment and Assessment Services
|
Client Services
|
|
Assist departments in developing a modernized, effective, and values-based approach to resolve staffing complaints.
|
Appointment Integrity and Political Neutrality
|
Investigation, Inquiries and Informal Resolution Processes
|
|
Manage and provide essential programs and services throughout the transition to a new PSC organizational structure.
|
Appointment Integrity and Political Neutrality
|
Appeal Decisions
|
|
Recruitment and Assessment Services
|
Recruitment Services
|
|
Recruitment and Assessment Services
|
Assessment Services
|
|
3. A modernized governance structure for the Commission and organizational structure for the PSC are in place to support new PSEA obligations.
|
Change Commission governance structure and supporting operations to reflect its modernized roles and responsibilities, as well as the modernized responsibilities of the PSC.
Model good human resources management practices throughout the transition to a new PSC organizational structure.
|
Corporate Services (reported under Section IV in the DPR).
|
|
Crosswalk between 2004-2005 RPP Business Lines and the PSC Program Activity Architecture
|
2004-2005
|
|
By Business Line
|
By Program Activity
|
Major Adjustments between Main Estimates and Planned Spending (Note 4)
|
|
|
Appointment Integrity and Political Neutrality
|
Recruitment and Assessment Services
|
Transfer to CSPS
|
Transfer to PSHRMAC
|
Repeal of the SDTRF
|
|
|
Related Financial Information
|
|
|
Resourcing
|
|
Main Estimates
|
71,644
|
|
|
|
|
|
|
Planned Spending
|
50,653
|
|
|
|
(20,856)
|
|
|
Total Authorities
|
51,237
|
|
|
|
|
|
|
Actual Spending
|
44,911
|
7,140
|
37,771
|
|
|
|
|
|
Learning
|
|
Main Estimates (note 4)
|
31,688
|
|
|
|
|
|
|
Planned Spending
|
|
|
|
(31,861)
|
|
87
|
|
Total Authorities
|
|
|
|
|
|
|
|
Actual Spending
|
|
|
|
|
|
|
|
|
Recourse
|
|
Main Estimates
|
6,660
|
|
|
|
|
|
|
Planned Spending
|
7,104
|
|
|
|
|
|
|
Total Authorities
|
6,927
|
|
|
|
|
|
|
Actual Spending
|
5,913
|
5,913
|
|
|
|
|
|
|
Oversight and Outreach
|
|
Main Estimates
|
14,138
|
|
|
|
|
|
|
Planned Spending
|
12,946
|
|
|
|
(1,192)
|
|
|
Total Authorities
|
15,382
|
|
|
|
|
|
|
Actual Spending
|
16,575
|
14,796
|
1,779
|
|
|
|
|
|
Corporate Services
|
|
Main Estimates
|
23,279
|
|
|
|
|
|
|
Planned Spending
|
21,702
|
|
|
(1,407)
|
(399)
|
|
|
Total Authorities
|
21,748
|
|
|
|
|
|
|
Actual Spending
|
24,468
|
11,500
|
12,968
|
|
|
|
|
|
Total
|
|
Main Estimates (note 1)
|
147,409
|
|
|
|
|
|
|
Planned Spending (note 2)
|
92,405
|
44,127
|
48,278
|
|
|
|
|
Total Authorities (note 1)
|
95,294
|
|
|
|
|
|
|
Actual Spending (note 3)
|
91,867
|
39,349
|
52,518
|
|
|
|
Note 1.
The Main Estimates and Total Authorities figures are only available at the Business Line levels.
Note 2.
The Planned Spending is available at the Business Line levels and as a total against each Program Activity.
Note 3.
The Actual Spending figures are broken down by business line and program activities.
Note 4.
As a result of the implementation of the PSMA effective April 1, 2004 resources were transferred from the
PSC to the Public Service Human Resources Management Agency of Canada (PSHRMAC) and the Canada School of Public Service (CSPS), however, were still part of the Main Estimates figures. The Staff Development and Training Revolving Fund (SDTRF) was also repealed effective April 1, 2004. All of these changes were reflected as adjustments in the 2004-2005 Report on Plans and Priorities.
Table 1: Comparison of Planned Spending and Full-Time Equivalents
|
|
2004-2005 (note 2)
|
|
($ thousands)
|
Actual
2002-03
|
Actual
2003-04
|
Main
Estimates
|
Planned
Spending
|
Total
Authorities
|
Actual
|
|
Resourcing
|
71,616
|
65,038
|
71,644
|
50,653
|
51,237
|
44,911
|
|
Learning (includes Respendable Revenues) (Note 1)
|
25,413
|
27,308
|
31,688
|
|
|
Recourse
|
6,679
|
6,745
|
6,660
|
7,104
|
6,927
|
5,913
|
|
Oversight and Outreach
|
14,607
|
14,796
|
14,138
|
12,946
|
15,382
|
16,575
|
|
Corporate Services
|
27,537
|
26,257
|
23,279
|
21,702
|
21,748
|
24,468
|
|
Total
|
145,852
|
140,144
|
147,409
|
92,405
|
95,294
|
91,867
|
|
Less: Non-respendable revenues
|
91
|
73
|
|
4,786
|
|
Plus: Cost of services received without charge (Note 3)
|
20,927
|
22,171
|
13,383
|
13,383
|
13,383
|
17,587
|
|
Net cost of department
|
166,688
|
162,242
|
160,792
|
105,788
|
108,677
|
104,668
|
|
Full-Time Equivalents
|
1,490
|
1,495
|
1,380
|
920
|
942
|
942
|
Note 1.
The actual figures in 2002-2003
and 2003-2004 for the Staff Development and Training Revolving Fund component included in the Learning Business Line are reflected on an accrual basis of accounting.
Note 2.
As a result of the PSMA, effective April 1, 2004, resources were transferred from the PSC to the Public Service Human Resources Management Agency (PSHRMAC) and the Canada School of Public Service (CSPS). The Staff Development and Training Revolving Fund was repealed effective April 1, 2004. However, these are all included
in the Main Estimates figures. It also reflects the newly reported figure for Assessment, Diagnostic and Career Counselling Services.
Note 3.
The actual accommodation cost figures provided by PWGSC have not yet been adjusted to consider the PSC employees transferred to the CSPS, as a result of the implementation of the PSMA effective April 1, 2004. Nonetheless, consideration was given in the calculation to factor in the employees who have since transferred to the PSHRMAC. However, the lower
figure in the other exercises is attributable to a PSC calculation of the accommodation costs taking into account the employees that were transferred.
Table 2: Use of Resources by Business Lines
|
2004-2005
|
|
|
Budgetary
|
|
($ thousands)
|
Operating
|
Total: Gross Budgetary
Expenditures
|
Less: Respendable
Revenue
|
Total: Net Budgetary
Expenditures
|
|
Resourcing
|
|
Main Estimates
|
71,644
|
71,644
|
|
71,644
|
|
Planned Spending
|
50,653
|
50,653
|
|
50,653
|
|
Total Authorities
|
51,237
|
51,237
|
|
51,237
|
|
Actual Spending
|
44,911
|
44,911
|
|
44,911
|
|
Learning (Note 1)
|
|
Main Estimates
|
45,683
|
45,683
|
13,995
|
31,688
|
|
Recourse
|
|
Main Estimates
|
6,660
|
6,660
|
|
6,660
|
|
Planned Spending
|
7,104
|
7,104
|
|
7,104
|
|
Total Authorities
|
6,927
|
6,927
|
|
6,927
|
|
Actual Spending
|
5,913
|
5,913
|
|
5,913
|
|
Oversight and Outreach
|
|
Main Estimates
|
14,138
|
14,138
|
|
14,138
|
|
Planned Spending
|
12,946
|
12,946
|
|
12,946
|
|
Total Authorities
|
15,382
|
15,382
|
|
15,382
|
|
Actual Spending
|
16,575
|
16,575
|
|
16,575
|
|
Corporate Services
|
|
Main Estimates
|
23,279
|
23,279
|
|
23,279
|
|
Planned Spending
|
21,702
|
21,702
|
|
21,702
|
|
Total Authorities
|
21,748
|
21,748
|
|
21,748
|
|
Actual Spending
|
24,468
|
24,468
|
|
24,468
|
|
Total
|
|
Main Estimates
|
161,404
|
161,404
|
13,995
|
147,409
|
|
Planned Spending
|
92,405
|
92,405
|
|
92,405
|
|
Total Authorities
|
95,294
|
95,294
|
|
95,294
|
|
Actual Spending
|
91,867
|
91,867
|
|
91,867
|
|
Other Revenues and Expenditures
|
|
Non Respendable Revenues
|
|
Actual Spending
|
4,786
|
|
Cost of Services Provided
by Other Departments
|
|
Main Estimates
|
13,383
|
|
Planned Spending
|
13,383
|
|
Total Authorities
|
13,383
|
|
Actual Spending (Note 3)
|
17,587
|
|
Net Cost of the Program
|
|
Main Estimates
|
160,792
|
|
Planned Spending
|
105,788
|
|
Total Authorities
|
108,677
|
|
Actual Spending
|
104,668
|
Note 1.
As a result of the PSMA effective April 1, 2004,
resources were transferred from the PSC to the PSHRMAC and the CSPS. As well, the Staff Development and Training Revolving Fund was repealed effective April 1, 2004. However, these are all included in the Main Estimates figures.
Note 2.
Consists of Assessment, Diagnostic and Career Counselling Services.
Note 3.
The actual accommodation cost figures provided by PWGSC have not yet been adjusted to consider the PSC employees transferred to the CSPS, as a result of the implementation of
the PSMA effective April 1, 2004. Nonetheless, consideration was given in the calculation to factor in the employees who have since transferred to the PSHRMAC. However, the lower figure in the other exercises is attributable to a PSC calculation of the accommodation costs taking into account the employees that were transferred.
Table 3: Voted and Statutory Items
|
|
2004-2005 ($ thousands)
|
|
Vote or Statutory Item
|
Truncated Vote or
Statutory Wording
|
Main Estimates
(Note 1)
|
Planned
Spending
|
Total
Authorities
|
Actual
|
|
100
|
Operating Expenditures
|
128,351
|
79,700
|
83,975
|
80,548
|
|
(S)
|
Contributions to Employee Benefit Plans
|
19,145
|
12,705
|
11,319
|
11,319
|
|
(S)
|
Staff Development and Training Revolving Fund
|
(87)
|
|
|
|
Total
|
147,409
|
92,405
|
95,294
|
91,867
|
Note 1.
As a result of the PSMA effective April 1, 2004, resources were transferred from the PSC to the Public Service Human Resources
Management Agency (PSHRMAC) and the Canada School of Public Service (CSPS). As well, the Staff Development and Training Revolving Fund was repealed effective April 1, 2004. However, these
are all included in the Main Estimates figures.
Table 4: Net Cost of Department
|
($ thousands)
|
2004-2005
|
|
Total Actual Spending
|
91,867
|
|
Plus: Services Received Without Charge
|
|
Accommodation Provided by Public Works and Government Services Canada (PWGSC) (Note 1)
|
11,743
|
|
Contributions Covering Employer’s Share of Employees’ Insurance Premiums and
Expenditures Paid by TBS
|
5,103
|
|
Workers’ Compensation Coverage Provided by Social Development Canada
|
128
|
|
Salary and Associated Expenditures of Legal Services Provided by Justice Canada
|
613
|
|
Less: Non-respendable Revenues (Note 2)
|
4,786
|
|
2004-2005 Net Cost of Department
|
104,668
|
Note 1.
The actual accommodation cost figures provided by PWGSC have not yet been adjusted to consider the PSC employees
transferred to the CSPS, as a result of the implementation of the PSMA effective April 1, 2004. Nonetheless, consideration was given in the calculation to factor in the employees who have since transferred to the PSHRMAC.
Note 2.
Consists of Assessment, Diagnostic and Career Counselling Services.
Table 5: Contingent
Liabilities
|
($ thousands)
|
March 31, 2004
|
March 31, 2005
|
|
Claims, Pending and Threatened Litigation
|
570
|
520
|
|
Total
|
570
|
520
|
Table 6: Revolving Fund
Statement of Operations (Note 1)
|
|
2004-2005
|
|
($ thousands)
|
Actual
2002-03
|
Actual
2003-04
|
Main
Estimates
|
Planned
Spending
|
Authorized
|
Actual
|
|
Respendable Revenue
|
13,273
|
14,301
|
13,995
|
|
|
Expenses
|
|
Salaries and employee benefits
|
5,278
|
5,756
|
7,034
|
|
|
Transportation and Communications
|
302
|
298
|
372
|
|
|
Information
|
155
|
177
|
301
|
|
|
Professional and Special Services
|
3,708
|
4,075
|
3,918
|
|
|
Rentals
|
963
|
961
|
1,372
|
|
|
Purchased repairs and upkeep
|
69
|
19
|
|
|
Utilities, materials and supplies
|
1,589
|
608
|
597
|
|
|
Depreciation
|
11
|
17
|
50
|
|
|
Other
|
497
|
252
|
264
|
|
|
Total Expenses
|
12,572
|
12,163
|
13,908
|
|
|
Surplus (Deficit) (Note 1)
|
701
|
2,138
|
87
|
|
|
Statement of Cash flows
|
|
Revenues
|
13,273
|
14,301
|
13,995
|
|
|
Expenses
|
12,572
|
12,163
|
13,908
|
|
|
Profit or (Loss)
|
701
|
2,138
|
87
|
|
|
Add items not requiring use of funds:
|
|
Depreciation/Amortization
|
11
|
17
|
|
|
Provision for employee termination benefits
|
224
|
31
|
|
|
Loss on disposal of capital assets
|
|
Changes in working capital
|
(15)
|
(196)
|
|
|
Investing activities
|
|
Acquisition of depreciable Assets
|
(112)
|
|
|
Cash surplus (requirement)
|
809
|
1,990
|
|
Note 1.
The Staff Development and Training Revolving Fund was repealed effective April 1, 2004. Consequently, only the Main Estimates figures are reflected for 2004-2005.
Table 7: Source of Respendable and
Non-Respendable Revenue
|
Respendable Revenues ($ thousands) (Note 1)
|
|
|
2004-2005
|
|
Business Line
|
Actual
2002-03
|
Actual
2003-04
|
Main
Estimates
|
Planned
Revenue
|
Total
Authorities
|
Actual
|
|
Learning
|
|
Staff Development and Training Revolving Fund
|
13,273
|
14,301
|
13,995
|
|
|
Total Respendable Revenues
|
13,273
|
14,301
|
13,995
|
|
|
Note 1.
As a result of the PSMA effective April 1, 2004, the Staff Development and Training Revolving Fund was repealed effective April 1, 2004. However, respendable revenues were included in the Main Estimates.
|
|
Non-Respendable Revenues ($ thousands)
|
|
|
2004-2005 (note 2)
|
|
Business Line
|
Actual
2002-03
|
Actual
2003-04
|
Main
Estimates
|
Planned
Revenue
|
Total
Authorities
|
Actual
(Note 1)
|
|
Learning:
|
|
Discretionary Language Training
|
91
|
73
|
|
|
Resourcing:
|
|
Assessment Diagnostic and Career Counselling
|
|
4,786
|
|
Total Non-Respendable Revenues
|
91
|
73
|
|
4,786
|
|
Note 1.
Reflects the newly reported figure. In 2005-2006, the PSC was granted net voting authority.
|
Table 8: Details on Project Spending ($ thousands) (Note 1)
|
Business Line
|
Current Estimated
Total Cost
(Note 1)
|
Actual
2002-03
(Note 2)
|
Actual
2003-04
(Note 2)
|
2004-2005
|
|
Main
Estimates
|
Planned
Spending
|
Total
Authorities
|
Actual
|
|
Resourcing:
|
|
Federal Public Service Modernization Project (Definition Phase)
|
2,624
|
N/A
|
N/A
|
3,439
|
3,439
|
2,258
|
716
|
Note 1.
The 2004-2005 surplus funds were included in the PSC carry-forward to 2005-2006. Consequently, the current estimated total cost includes the funds reprofiled to 2005-2006 as well as with the surplus funds from the project in 2004-2005.
Note 2.
The Project Spending for 2002-2003 and 2003-2004 is not available.
Table 9: Response to Parliamentary Committees, Audits and Evaluations
|
Response to Parliamentary Committees
|
|
The First Report of the Standing Committee on Public Accounts on the Audit of the Financial Management and Administration of the Privacy Commissioner of Canada outlined six recommendations
(out of 20) aimed at the Public Service Commission. Recommendations 1, 2 and 3 dealt with the PSC Action Plan for the Office of the Privacy Commissioner. The updated action plan was included as Appendix A in the response to the Standing Committee at the following address:
http://www.parl.gc.ca/InfocomDoc/Documents/38/1/parlbus/commbus/
house/GovResponse/PACP_Rpt01_GvtRsp-e.htm
.
The current status of this action plan can be found at:
http://www.parl.gc.ca/InfocomDoc/Documents/38/1/parlbus/commbus/
house/GovResponse/PACP_Rpt01_GvtRsp-e.htm#AppendA
.
Recommendations 4, 5 and 6 requested improvements to the information available, and the potential actions to be taken, should there be a problem with a delegated staffing
authority. Revised delegation instruments were approved by the Commission on March 11, 2005 as a part of the new Appointment Framework see:
(
http://www.psc-cfp.gc.ca/psea-lefp/framework/index_e.htm
).
|
|
Response to the Auditor General
|
|
Post-Secondary Recruitment
(PSR) (Chapter 5 of
the 2003 Status Report of the Auditor General of Canada)
Having collected much information about the Program in 2003-2004, in 2004-2005, we analyzed the information and developed a detailed communication strategy to demonstrate the benefits of this Program to departments. We also began a review of the Program in light of the new PSEA.
Office of the Privacy Commissioner of Canada
(September 2003 Report of the Auditor General of Canada)
The PSC conducted one
systemic and eight individual investigations into nine staffing actions. These investigations concluded that no further action was necessary with one exception. In that case, the appointment was revoked.
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Internal Audits or Evaluations
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Audit of Electronic Recruitment Project Expenditures
The auditors concluded that expenditures for the project were
accurately recorded in PSC’s financial system. However, direct costs of approximately $574,000 had not been allocated to this project. It was recommended that financial expertise for reporting of project expenditures be obtained and that planning and monitoring mechanisms be enhanced. Management developed a comprehensive action plan, which included adoption of a full costing approach, assignment of a dedicated financial officer and establishment of a separate organization for the project.
http://www.psc-cfp.gc.ca/centres/internal_audits/reports/2004/electronic_recruitment/audit_e.htm
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Audit of Information Technology (IT) Planning
The audit found that IT planning is hindered by both the lack of a strategic IT plan and ineffective communication with branches. Furthermore, it was difficult to determine whether the level of IT investments was
appropriate, and work was needed to develop an overall information architecture and Business Continuity Plan. Management accepted the recommendations and significant progress has been made, including the striking of an active IT Committee and integration of planning. These efforts will be impacted by the government’s overall realignment of IT operations.
http://www.psc-cfp.gc.ca/centres/internal_audits/reports/2004/it/it_audit_e.htm
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Audit of Security
This audit of the management framework for and effectiveness of PSC’s security operations found that, overall, the major requirements of the Government Security Policy were met. Nonetheless, improvements were needed in some areas, notably: communications mechanisms; strategic planning; IT security; and business continuity planning. Management’s action plan addressed all recommendations. It included establishment of a
Finance and Administration Committee and a corporate planning function, mandatory security training, a security sweeps program, and development of a business continuity action plan.
http://www.psc-cfp.gc.ca/centres/internal_audits/reports/2004/security/security_audit_e.htm
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Table 10: Service Improvement Initiative (SII)
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TBS Reporting Requirements on Service Improvement Initiative
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PSC Activities, Targets, and Achievements
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Programs and services covered by a service improvement plan
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The Common Measurements Tool (CMT), led by Treasury Board Secretariat (TBS), was initiated to measure and improve the quality of services offered to Canadians. Although the direct recipients of services are the departments, the PSC’s CMT is focussed on maintaining client satisfaction with the information provided to Canadians about job opportunities in the federal public service and the application process.
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Recruitment is listed as a service component in the 2004 Government On-Line Report.
Survey tools based on the CMT have been in place since 2001 and surveys are ongoing.
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Client satisfaction results, on services provided prior to the publication of our service standards, are posted in PSC offices and on the intranet, at
http://www.jobs-emplois.gc.ca/menu/sii_survey_e.htm
. We expect to publish the results of the on-line PSRS Journal Survey in 2005-2006.
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Development of baseline client satisfaction levels and progress toward achieving satisfaction targets
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The PSC is committed to service excellence. In 2004-2005, we developed the new service agency’s service standards and performance objectives. Work was initiated on adjusting the client satisfaction survey tools and will continue into 2005-2006.
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Service
standards for all key public services; setting of standards and performance against those standards
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Main achievements in improving service from a citizen perspective
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Through the Internet, by telephone, and in person, the PSC provides Canadians with accessible, responsive, timely, and professional services to assist them in applying for employment opportunities in the federal public service.
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As mentioned on Page 31, we measured the level of satisfaction of Canadians using the PSRS electronic tool and process. We are committed to improving our service level.
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Table 11: Travel Policies
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Comparison to the Treasury Board Secretariat (TBS) Special Travel Authorities
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The PSC follows the TBS Special Travel Authorities.
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Comparison to the Treasury Board Secretariat (TBS) Travel
Directive, Rates and Allowances
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The PSC follows the TBS Travel Directive, Rates and Allowances.
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