Program directory · Public Service Commission of Canada
Policy Direction and Support
- Department
- Public Service Commission of Canada
- Program code
- BWB01 (PSC)
- Core responsibility
- Public Service Staffing and Non-partisanship
- In Departmental Plans
- 2018-19 – 2025-26 · Appeared and later dropped
What it does
The Policy Direction and Support Program exists to support departments and agencies in hiring qualified individuals into and within the public service, in experimenting and innovating with their staffing approaches and supporting strategies to help them both meet their business needs and achieve their diversity and employment equity objectives. The Policy Direction and Support Program establishes government-wide direction on staffing through regulations and policy. This program also provides guidance to organizations to enable legislative, regulatory and policy compliance, including providing expert advice. The program also assesses public servants' requests for permission to become candidates for elected office, and conducts outreach to ensure public servants know their legal rights and responsabilities regarding political activities.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Policy Direction and Support | This program | 2018-19 – 2027-28 | $77.2M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2019-20 | Indicators added: Percentage of applicants who self-declared as persons with disabilities | Departmental Results Framework (GC InfoBase) |
| 2019-20 | Indicators dropped: Percentage increase in number of indeterminate appointees who are veterans | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Indicators added: Number of days to complete an internal staffing process; Percentage of employees who perceive staffing in their work unit as fair; Percentage of hiring managers who indicate they can address their staffing needs as quickly as required; Percentage of indeterminate priority appointments of veterans by cohort; Percentage of public servants who perceive that employees in their work unit are non-partisan; Percentage of executive appointees who self-identify as an Aboriginal person; Percentage of hiring managers who indicate the New Direction in Staffing has improved how staffing is done in their department or agency; Percentage of organizations that have a staffing framework in place under the New Direction in Staffing | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Indicators added: Percentage of executive appointees who self-identify as Indigenous peoples | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Indicators dropped: Percentage of executive appointees who self-identify as an Aboriginal person; Percentage of hiring managers who indicate the New Direction in Staffing has improved how staffing is done in their department or agency; Percentage of organizations that have a staffing framework in place under the New Direction in Staffing | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Indicators added: Percentage of applicants who self-declared as Indigenous people; Percentage of public servants who perceive that employees in their work unit are able to perform their duties in a politically impartial manner. | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Indicators dropped: Percentage of executive appointees who self-identify as Indigenous peoples; Percentage of public servants who perceive that employees in their work unit are non-partisan | Departmental Results Framework (GC InfoBase) |
| 2024-25 | Employees (FTEs) 94, against 68 in 2023-24 (+38%). | FTEs (GC InfoBase) |
| 2025-26 | Planned employees (FTEs) 67, against 94 in 2024-25 (−29%). | FTEs (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Number of days to complete an internal staffing process
Expected result: Efficient public service staffing
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≤ 158 | 2021 | 208 While the pandemic has influenced this number as departments and agencies faced uncertainty and had to adapt to a new virtual hiring reality, the trend was rising before this year and remains a deep concern. Several factors continue to impact the time it takes to staff a position, such as delays in obtaining security clearances, but hiring managers continue to have the greatest influence on this… | Not met |
| 2021-22 | ≤ 158 | 2022 | 182 As managers have adapted to virtual staffing, time to staff has slightly decreased, by 26 days since 2020–21, to 182 calendar days. While several factors affect time to staff, such as inefficient security clearance processes and new pay administration requirements, hiring managers have the greatest influence on the pace of their staffing processes. Continued collective efforts are required across… | Not met |
| 2022-23 | ≤ 158 | 2023 | 195 The overall median time to staff internally increased by 13 days compared to the previous year. However, recent Management Accountability Framework results indicate that internal time to staff decreased by 12.5% (fiscal year 2022−23) for larger departments and agencies, which conduct most staffing. Further analysis of ways to decrease time to staff is underway. Several factors affect time to staf… | Not met |
| 2023-24 | ≤ 158 | 2024 | 210 Median internal time to staff increased from 195 to 210 days. Many factors affect time to staff, including lengthy security clearance processes, second language testing and pay administration requirements. The calculation of this indicator does not consider non-advertised appointments and other potential staffing efficiencies. Hiring managers and HR have the most influence on the pace of their st… | Not met |
| 2024-25 | ≤ 158 | 2025 | 203 Several factors influence time to staff, including priority clearance, candidate volume, assessment duration, language testing, availability of managers and HR personnel and security clearance processes. Over the past 12 months, we have worked with key partners to streamline external hiring processes and reduce time to staff. Working with the Treasury Board of Canada Secretariat, we identified ef… | Not met |
Percentage of applicants who self-declared as Indigenous people
Expected result: A diverse public service
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | ≥ 4% | 2024 | 3.2% In-depth analysis is required to provide insightful and evidence-based information and to identify the potential reasons for this unmet result. | Not met |
| 2024-25 | ≥ 3.8% | 2025 | 2.8% As self-declaration is voluntary, some applicants may choose not to self-identify. In addition, the increasing use of non-advertised appointment processes may result in Indigenous hires not being reflected in application rate data, even though they contribute to representation in the workforce. This rationale is drawn from the Public Service Commission’s Departmental Sustainable Development Strat… | Not met |
Percentage of applicants who self-declared as persons with disabilities
Expected result: A diverse public service
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | ≥ 4.4% | 2020 | 3% The objective is to have the percentage of applicants who self-declare as a person with a disability be equal or greater than the workforce availability for this group. Since the publication of the 2019–20 Departmental Plan, new data on workforce availability has been shared, and the target has moved from 4.4% to 9%. This gap was expected, and we have been working with our partners and stakeholde… | Not met |
| 2020-21 | ≥ 9% | 2021 | 3.1% The goal is for the percentage of applicants who self-declare as a person with a disability (PWD) to be equal or greater than their workforce availability (WFA). In the 2017 Canadian Survey on Disability, a more inclusive definition of PWDs was introduced, which resulted in an increase in their WFA, from 4.4% in 2011 Census to 9% in 2016 Census. Addressing this gap is a long-term effort. In 2020-… | Not met |
| 2021-22 | ≥ 9% | 2022 | 4.8% The goal is for the % of employees self-identifying as persons with disabilities (PWDs) to be at least equal to the workforce availability (WFA). In 2017 CSD, a more inclusive definition of PWDs was introduced, doubling the WFA of PWDs from 4.4% in 2011 to 9.0%. In 2021-22, the PSC worked with partners to increase the representation of this group across the FPS through a variety of initiatives, i… | Not met |
| 2022-23 | ≥ 9% | 2023 | 5.1% Persons with disabilities (PWDs) may hesitate to self-declare due to concerns about privacy, confidentiality, not being hired, harm to their careers, stigma and discrimination. We promote self-declaration in all external job posters, through information campaigns, recruitment inventories and support programs for PWDs. We will implement and promote the revised self-declaration form in the fall of… | Not met |
| 2023-24 | ≥ 9% | 2024 | 6.7% Workforce availability estimates for persons with disabilities increased substantially following the 2017 Canadian Survey on Disability that expanded the definition of persons with disabilities to include disabilities related to pain and mental health. However, self-declaration data collected for the public service is not based on this expanded definition, and this more inclusive definition has n… | Not met |
| 2024-25 | ≥ 9.1% | 2025 | 6.4% Workforce availability estimates for persons with disabilities increased substantially following the 2017 Canadian Survey on Disability, which broadened the definition to include disabilities related to pain and mental health. However, self-declaration data collected for the public service does not reflect this new expanded definition, and it has not yet been incorporated into the public service… | Not met |
Percentage of employees who perceive staffing in their work unit as fair
Expected result: Confidence in the staffing system
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 70% | 2021 | — The next survey data will only be available in 2021–22 as the survey launch (originally planned for March 2020) has been postponed by one year due to the COVID-19 pandemic. | No result reported |
| 2021-22 | ≥ 70% | 2022 | 77% | Met |
| 2023-24 | ≥ 70% | 2024 | 77% | Met |
Percentage of hiring managers who indicate they can address their staffing needs as quickly as required
Expected result: Efficient public service staffing
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 50% | 2021 | — The next survey data will only be available in 2021–22 as the survey launch (originally planned for March 2020) has been postponed by one year due to the COVID-19 pandemic. | No result reported |
| 2021-22 | ≥ 50% | 2022 | 38% Several factors continue to impact the time it takes to staff a position, such as delays in obtaining security clearances, and language testing. However, hiring managers continue to have the greatest influence on the pace of their staffing processes. | Not met |
| 2023-24 | ≥ 50% | 2024 | 33% Many factors influence a hiring manager’s ability to hire quickly, including departmental practices, security clearances and time required for assessments. We will continue to streamline priority clearances and second language testing; we will also work with departments and agencies to provide guidance and support on efficient hiring practices. | Not met |
| 2024-25 | ≥ 50% | 2025 | 33% This result from 2022 to 2023 remains consistent with the findings reported in the July 2024 gap analysis. Due to budgetary constraints and related staffing restrictions, many managers likely felt unable to meet their staffing needs in a timely manner, experiencing delays in their departments. Meaningful improvement on this target is unlikely until fiscal limitations are eased. Several factors in… | Not met |
Percentage of indeterminate priority appointments of veterans by cohort
Expected result: The Government of Canada retains skilled employees
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 75% | 2021 | 69% In 2020–21, while the target was missed by 6%, the appointment rate of Canadian Armed Forces members increased, from 61% for the first cohort to 69% for this year’s cohort. This improvement is due to help provided to veterans who are looking for work. The Public Service Commission will continue to work with partners and stakeholders to implement the recommendations from the Evaluation of the Impl… | Not met |
| 2021-22 | ≥ 75% | 2022 | 71% When the target of 75% of hires by cohort of medically released Canadian Armed Forces members who activated their priority entitlement was developed, the goal was ambitious yet realistic. Since the first complete cohort in 2019–20, the hiring rate continued to increase, from 61% in 2019–20, to 69% in 2020–21, reaching 71% in 2021–22. This demonstrates that the work of the Public Service Commissio… | Not met |
| 2022-23 | ≥ 75% | 2023 | 71% Since the first complete cohort for 2019−20, the hiring rate continued to increase, from 61% in 2019−20, to 71% in 2022−23. Since the coming into force of the Veterans Hiring Act in 2015, over 1 300 veterans were appointed through the priority entitlement program. More efforts are required to improve the participation of people who are registered in the priority system. From 2023−24, persons with… | Not met |
| 2023-24 | ≥ 75% | 2024 | 69% The placement of veterans with a priority entitlement is subject to many factors beyond the PSC’s control, including place of residence, type of job sought, availability, health status. These factors have an impact on those veterans’ ability to find indeterminate employment, with some cohorts doing better than others. To note that not all veterans who activate their priority entitlement are inter… | Not met |
| 2024-25 | ≥ 75% | 2025 | 66% Although the target was not met, it remains aspirational. Priority entitlements provide those who are qualified with priority in appointments, but they do not guarantee employment. Many factors can impact appointment rates, such as qualifications, mobility, availability, interest of Canadian Armed Forces members and departmental hiring rates. We are working to increase the visibility of medically… | Not met |
Percentage of public servants who perceive that employees in their work unit are able to perform their duties in a politically impartial manner.
Expected result: The public service is, and is seen to be, non-partisan
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | ≥ 95% | 2024 | 91% We are increasing outreach activities in preparation for the 2025 elections. | Not met |
Percentage of executive appointees who self-identify as Indigenous peoples
Expected result: A diverse public service
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≥ 5.1% | 2023 | 5.1% | Met |
Percentage of public servants who perceive that employees in their work unit are non-partisan
Expected result: The public service is, and is seen to be, non-partisan
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 95% | 2021 | — The next survey data will only be available in 2021–22 as the survey launch (originally planned for March 2020) has been postponed by one year due to the COVID-19 pandemic. | No result reported |
| 2021-22 | ≥ 95% | 2022 | 91% Further outreach and awareness activities will be undertaken in 2022–23 to help to raise awareness about employee rights and responsibilities related to non-partisanship. | Not met |
Percentage of executive appointees who self-identify as an Aboriginal person
Expected result: A diverse public service
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 5.1% | 2021 | 4.1% The Public Service Commission must continue to work with partners and stakeholders, including the Office of the Chief Human Resources Officer and hiring departments, to: remove barriers to recruiting and retaining Indigenous executives, by supporting career development and addressing unconscious bias in the staffing and assessment process; encourage Indigenous people to self-identify upon hire. W… | Not met |
| 2021-22 | ≥ 5.1% | 2022 | 4.4% Nil The most recent data available is for the Fiscal Year 2020-2021. | Not met |
Percentage of hiring managers who indicate the New Direction in Staffing has improved how staffing is done in their department or agency
Expected result: Effective public service staffing
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 60% | 2021 | — The next survey data will only be available in 2021–22 as the survey launch (originally planned for March 2020) has been postponed by one year due to the COVID-19 pandemic. | No result reported |
| 2021-22 | ≥ 60% | 2022 | 0% The data source for this PIP indicator is the Survey of Staffing and Non-Partisanship (SNPS). However, the survey question measuring this indicator was deleted in the 2021 SNPS, therefore no data/result is available. In addition, this PIP indicator was deleted for lack of relevance in the PSC 2022-2023 authoritative structure. | Not met |
Percentage of organizations that have a staffing framework in place under the New Direction in Staffing
Expected result: Confidence in the staffing system
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2021-22 | ≥ 100% | 2022 | 0% Date to achieve the target is march 2022. The data should be available in march 2023 as the System-Wide Staffing Audit (data source) was postponed due to COVID-19. However, this PIP indicator was deleted for lack of relevance in the PSC 2022-2023 authoritative structure. | Not met |
Percentage increase in number of indeterminate appointees who are veterans
Expected result: The Government of Canada retains skilled employees
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 10% | 2019 | -10.1% When the Veterans Hiring Act was implemented in 2015-16, the PSC set a target annual increase of 10%. The placement rate between 2015-16 and 2017-18 increased significantly and stabilized the following years. As a result, given the current context, a 10% increase every year is not realistic, but it remains important for the PSC to target a high placement rate for veterans. As a result, the PSC mo… | Not met |
Current: the 2026-27 plan's targets
No indicators in the 2026-27 plan.
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $12.3M | $10.9M |
| 2019-20 | $11M | $12.3M |
| 2020-21 | $9.4M | $11.1M |
| 2021-22 | $11.9M | $9.3M |
| 2022-23 | $11.2M | $8.9M |
| 2023-24 | $8.5M | $10.2M |
| 2024-25 | $9.3M | $14.4M |
| 2025-26 | $11.1M | — |
| 2026-27 | $11M* | — |
| 2027-28 | $10.9M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 88 | 87 |
| 2019-20 | 88 | 101 |
| 2020-21 | 101 | 87 |
| 2021-22 | 89 | 67 |
| 2022-23 | 70 | 66 |
| 2023-24 | 63 | 68 |
| 2024-25 | 69 | 94 |
| 2025-26 | 67 | — |
| 2026-27 | 66* | — |
| 2027-28 | 66* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 |
|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $12,272,928 | $12,212,738 | $12,228,114 | |||||||
| 2019-20 plan | $11,018,844 | $11,015,845 | $11,015,845 | |||||||
| 2020-21 plan | $9,427,071 | $9,472,667 | $9,492,357 | |||||||
| 2021-22 plan | $11,858,637 | $11,886,150 | $11,865,673 | |||||||
| 2022-23 plan | $11,240,523 | $11,221,253 | $10,880,372 | |||||||
| 2023-24 plan | $8,538,846 | $8,279,399 | $8,296,980 | |||||||
| 2024-25 plan | $9,325,276 | $9,270,268 | $9,195,861 | |||||||
| 2025-26 plan | $11,137,317 | $10,961,961 | $10,937,947 | |||||||
| Actual | $10,870,883 | $12,328,206 | $11,149,797 | $9,337,035 | $8,921,595 | $10,228,917 | $14,354,647 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
