Public Service Commission of Canada’s 2025-2026 Departmental Plan
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© His Majesty the King in Right of Canada, as represented by the President of the Public Service Commission of Canada, 2024.
Cat. No. SC1-9E-PDF (Electronic PDF, English)
ISBN or ISSN 2371-8021
Cat. No. SC1-9F-PDF (Electronic PDF, French)
ISBN or ISSN 2371-803X
From the President
Marie-Chantal Girard
President of the Public Service Commission of Canada
I am pleased to share the Public Service Commission of Canada’s 2025-26 Departmental Plan.
This fiscal year, the Public Service Commission of Canada (PSC) as an agent of Parliament, is committed to efficiently supporting the staffing-related needs of the public service by making PSC services and products more user-friendly, timely and modern. The PSC will also prioritize efforts to protect non-partisanship as a core public service value by assessing all requests by public servants to engage in political activities.
As we move forward with our contribution to refocus spending in line with Government of Canada directions, we aim to create a better experience for students and hiring managers by simplifying student hiring processes while ensuring fairness. We will also enhance language testing delivery and access with a new self-serve scheduling tool and by leveraging new technologies for remote testing.
Within the PSC, to adequately deliver on all these key functions, we need to improve data literacy and elevate data science, as well as enhance business intelligence techniques to equip our employees with the data insights they need to make informed and evidence-based decisions. On the technology side, the PSC will make strategic investments to update aging platforms, such as the Public Service Resourcing System (Jobs.gc.ca), that require strengthening to remain competitive.
Together at the PSC, and with the collaboration of our partners, we will continue to adapt, be more efficient and innovative, be an attractive employer that sets a standard of excellence and position us well for the future.
Marie-Chantal Girard, President
Public Service Commission of Canada
Plans to deliver on core responsibilities and internal services
Core responsibilities and internal services
Core responsibility: Public Service Hiring and Non-Partisanship
In this section
Description
The Public Service Commission promotes and safeguards a merit-based, representative and non-partisan public service that delivers results for all Canadians. Through policy direction and guidance, it supports departments and agencies in the hiring of qualified individuals into and within the public service, helping to shape a workforce reflecting Canada’s diversity. It delivers recruitment programs and assessment services supporting the strategic recruitment priorities of the Government of Canada and the renewal of the public service, leveraging modern tools to reduce barriers for Canadians accessing public service jobs. It oversees public service hiring, ensuring the integrity of the hiring process. The PSC provides guidance to employees regarding their legal rights and responsibilities related to political activities and renders decisions on political candidacy, respecting employees’ rights to participate in political activities, while protecting the non-partisan nature of the public service, and reporting independently to all parliamentarians.
Quality of life impacts
The public service hiring and non-partisanship core responsibility contributes to the following domains and indicators from the Quality of Life Framework for Canada:
Prosperity domain and employment indicator
Merit-based public service hiring and non-partisanship in government roles have profound implications for employment and job quality:
- they contribute significantly to overall quality of life
- they ensure that people in public service positions come from diverse backgrounds and regions and have the skills and qualifications necessary for their roles, enhancing job satisfaction and performance
Good governance domain and confidence in institutions indicator
Merit-based hiring builds trust among citizens, contributing to fairness and equity within Canadian society. A competent and politically neutral public service positively impacts the efficiency of government functions and service delivery, and it enhances trust in the federal public service and Canada’s democratic institutions.
Society domain and positive perceptions of diversity indicator and knowledge of official languages indicator
Merit-based public service hiring and non-partisanship result in a qualified public workforce that effectively serves the public interest, thus elevating the overall quality of life in Canadian society. We are making hiring more inclusive by working closely with departments and agencies to address biases and barriers in the selection process. This will include advancing inclusive assessment methods and promoting self-declaration, improving diversity across the public service to better serve a more diverse Canadian society. As well, the enhanced official languages assessment services that we provide to departments and agencies equip the public service to deliver programs and services to Canadians in both official languages.
Indicators, results and targets
This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Public Service Hiring and Non-Partisanship. Details are presented by departmental result.
Table 1: The public service efficiently hires the workforce of the future that is capable and ready to deliver results for Canadians
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Number of days to complete an external staffing process | 2021-22: 227 days 2022-23: 220 days 2023-24: 214 days |
Equal to or under 167 days a | March 2026 |
| Percentage of managers who say they have the flexibility to fulfill their hiring needs b | 2021-22: 60% 2022-23: Not available c 2023-24: 52% |
At least 65% | March 2026 |
| Percentage of hiring managers who believe that appointees meet the performance expectations of the position | 2021-22: 96% 2022-23: Not available c 2023-24: 95% |
At least 90% | March 2026 |
| Percentage of new hires and internal promotions who fully meet the qualifications of the position (based on merit) | 2021-22: Not available d 2022-23: Not available d 2023-24: 90.1% |
At least 98% | March 2027 |
Table 2: The public service reflects Canada’s diversity
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Percentage of employees who self-identified as women | 2021-22: 55.6% f 2022-23: 56.6% f 2023-24: 56.6% f |
At least 53.7% e | March 2026 |
| Percentage of employees who self-identified as Indigenous people | 2021-22: 5.3% f 2022-23: 5.2% f 2023-24: 5.3% f |
At least 3.8% e | March 2026 |
| Percentage of employees who self-identified as members of visible minority groups | 2021-22: 18.9% f 2022-23: 20.1% f 2023-24: 21.7% f |
At least 17.3% e | March 2026 |
| Percentage of employees who self-identified as persons with disabilities | 2021-22: 5.7% f 2022-23: 6.2% f 2023-24: 6.9% f |
At least 9.2% e | March 2026 |
| Percentage of executive appointees who self-identified as Indigenous people | 2021-22: 4.4% f 2022-23: 5.1% f 2023-24: 5.9% f |
At least 5.4% e | March 2026 |
| Percentage of new hires under the age of 35 | 2021-22: 54% 2022-23: 53.7% 2023-24: 52.2% |
At least 53% | March 2026 |
| Percentage of official language minority applicants (French-speaking applicants outside of Quebec and English-speaking applicants within Quebec) | 2021-22: 12.1% 2022-23: 11.9% 2023-24: 12.2% |
At least 11% | March 2026 |
| Percentage of new hires who applied from outside the National Capital Region | 2021-22: 79.5% 2022-23: 79.4% 2023-24: 80.0% |
At least 75% | March 2026 |
Table 3: Canadians are served by a politically impartial public service
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Number of founded investigations related to political activities | 2021-22: 16 2022-23: 29 2023-24: 9 |
Exactly 0 | March 2026 |
| Percentage of employees who are aware of their legal rights and responsibilities regarding engaging in political activities | 2021-22: 76% 2022-23: Not available c 2023-24: 77% |
At least 80% | March 2026 |
Additional information on the detailed results and performance information for the Public Service Commission’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for Public Service Hiring and Non-Partisanship in 2025-26.
The public service efficiently hires the workforce of the future that is capable and ready to deliver results for Canadians
Results we plan to achieve:
- Provide clear policy direction and guidance aligned with recent policy and legislative changes, as departments and agencies examine their workforce needs and implement strategies to achieve government spending targets
- Through our oversight, provide assurance to parliamentarians and all Canadians that public service hiring is based on merit and free from political influence
- Enhance the Public Service Resourcing System and the Student Recruitment System to provide a modern, inclusive and secure digital recruiting solution that improves user experience and attracts diverse talent to the federal public service
- Work with Public Services and Procurement Canada, which is leading the enterprise integrated strategy for human resources and pay, to provide an efficient, cost-effective, interoperable and inclusive recruitment and human resources and pay solution for the Government of Canada
- Implement a strategy that includes a pilot to redesign student hiring programs, to support efficient and effective student and graduate hiring to meet future workforce needs
- Enhance the second language testing system to improve efficiency, time to staff, user experience and accessibility
- Implement a new automated self-serve scheduling system to eliminate most manual processes and enable candidate self-booking
- Implement new assessment accommodation request functionalities in the Candidate Assessment Tool for all second language tests, allowing candidates to submit, monitor and update their own requests
- Migrate all supervised tests from the old Online Testing Facility to the new and modern Candidate Assessment Tool platform
- Support departments and agencies in attracting, recruiting and retaining the next generation of talent by doing the following:
- delivering the next phase of the Federal Internship Program for Canadians with Disabilities, providing persons with disabilities with essential experience and helping them build a career path
- providing departments and agencies with strategies to improve time to staff, including regular performance updates to ensure continuous improvement
- helping departments and agencies plan for the future by generating data analytics to examine emerging skills needs and workforce gaps; leveraging data science, forecasting and modelling
- Partner with the Office of Public Service Accessibility to better align the Accessibility Passport and the Assessment Accommodation Profile within the Candidate Assessment Tool, to streamline data collection and protection, while promoting autonomy
- This will support efficient hiring of a capable workforce by ensuring that accessibility needs are met seamlessly, enabling candidates to perform at their best and to effectively deliver results
- Partner with academic institutions, community organizations, deputy minister university champions, and departments and agencies to promote public service jobs and attract skilled and diverse talent through targeted outreach and recruitment initiatives
The public service reflects Canada’s diversity
Results we plan to achieve:
- Build Indigenous capacity
- Includes working closely with Indigenous partners to develop measures that ensure positions designated for Indigenous individuals are filled by Indigenous candidates
- Support government-wide efforts to hire more Indigenous people, through:
- the Indigenous Student Employment Opportunity, a program for Indigenous students, offering mentorship, onboarding, networking opportunities and tailored programming to promote careers in the public service
- the inventory of former Indigenous Student Employment Opportunity participants who have graduated and may be hired through bridging
- the Inuksugait Resume Inventory, a hiring initiative designed in partnership with Pilimmaksaivik (the Federal Centre of Excellence for Inuit Employment in Nunavut), to support Indigenous career pathways and help departments and agencies meet their obligations under Article 23 of the Nunavut Agreement
- Support government-wide efforts to hire people with disabilities through:
- the Federal Internship Program for Canadians with Disabilities, a national program that each year provides 18-month internships across the federal public service for roughly 25 persons with disabilities
- the Employment Opportunity for Students with Disabilities, a program for students with disabilities and their managers, offering mentorship, onboarding, networking opportunities and tailored programming to promote careers in the public service
- the inventory of former participants of the Employment Opportunity for Students with Disabilities who have graduated and may be hired through bridging
- Update guidance on inclusive assessment practices
- Correct errors, omissions or improper conduct resulting from biases or barriers that disadvantage members of equity-seeking groups in external appointment processes, using expanded investigation authorities pursuant to the Public Service Employment Act amendments
- Collect information on equity-seeking groups through the 2025 Staffing and Non-Partisanship Survey
- Provide independent oversight on the staffing system’s performance, supported by diversity and inclusion focused research, analytical products and surveys
Canadians are served by a politically impartial public service
Results we plan to achieve:
- Analyze and assess increased requests from public servants who wish to run for office at the federal, provincial, territorial or municipal level, and set any conditions needed to protect the non-partisanship of the public service
- The PSC has the sole authority to render decisions on requests from public servants
- A number of elections, including a federal election, are expected for this year
- Ensure the PSC’s analysis and advice will keep pace with the evolving landscape around social media and the increased online presence of public servants to maintain public trust in our institutions, while respecting the right of public servants to engage in political activities
- Render decisions on federal, provincial, territorial and municipal candidacy permission requests within 30 days, and explore the residual risk that candidacies may pose to non-partisanship following an election
- Increase outreach activities to raise public servants’ awareness about their roles and responsibilities related to political activities, complementing the valuable work of departments to increase understanding of values and ethics
- Conduct investigations into allegations of improper political activities, and order corrective actions in cases of founded investigations
- Evaluate public servants’ awareness of roles and responsibilities with respect to political activities, as part of the 2025 Staffing and Non-Partisanship Survey
Key risks
As we develop the PSC’s plans for 2025-26, we are considering our operating context, external factors and internal vulnerabilities that could adversely affect our expected results. Our priorities will help us manage key risks, for which a wide range of controls are already in place. We will identify new risk responses and mitigation strategies as we monitor the effectiveness of our planned actions throughout the year.
Maintaining the competitiveness of the public service
The federal public service staffing environment may shift as departments and agencies refocus government spending to deliver results for Canadians. This could impact ongoing renewal efforts, create or increase skills gaps, and affect progress in diversity, inclusion and regional representation. If Canada’s federal public service cannot attract and retain the required skill sets, there is a risk to the ability of the Government of Canada to deliver results for Canadians.
To address this risk, we will maintain outreach efforts to colleges and universities to engage students and highlight the opportunities and value proposition offered by the federal public service. We will work with communities of practice to strengthen partnerships with these institutions, focusing on skills for the future. We will also evolve our analysis and the conditions on permission granted for political candidacy requests, in addition to raising awareness about political activities.
Safeguarding public trust
The PSC is mandated by the Public Service Employment Act to oversee merit in public service staffing and the political impartiality of the public service. Politicization and partisanship continue to be amplified, particularly on social media. Canadians expect a public service they can trust to make decisions in the public interest. At the same time, public servants have a right to engage in political activities, so long as those activities do not impair, or are not perceived to impair, their ability to perform their duties in a politically impartial manner. To mitigate the above emerging risks, we will continue to support a non-partisan public service as a cornerstone of good governance and to ensure the preservation of public service values, including respect for democracy. We will review requests from employees seeking permission to run for public office, identify risks to political impartiality and impose conditions to address the risks. We will be diligent in protecting non-partisanship, as the agency with the sole responsibility to investigate allegations of improper political activity and to impose corrective measures when needed.
A quickly evolving landscape
The increasing use of artificial intelligence (AI), while offering many opportunities, also comes with risks, such as cheating and fraud, that could undermine merit-based staffing. We will be better informed through pilots with new technology and close collaboration with other government departments and industry experts. Fierce competition in attracting and retaining talent, especially in high-demand Information Technology (IT) sectors (for example, M365 and cybersecurity), remains a key risk. This challenge could impact the PSC’s ability to effectively deliver programs and services, as the scarcity of skilled IT professionals may hinder operational efficiency and the implementation of critical initiatives. To mitigate this, we will invest in the PSC’s internal resources to build this expertise. In addition, we are investing in the development of an AI roadmap to inform and prioritize potential high-value AI use cases, as well as key next steps related to mitigating potential related risks. This roadmap will also allow us to address skill gaps through targeted training and recruitment. We will also develop and update our guidelines on using AI in the hiring process.
The increasing use of alternative hiring platforms outside of the Public Service Resourcing System by departments and agencies poses a risk to the PSC’s mandate to support system-wide monitoring and reporting, due to the decentralization of data. In addition, the current approach to a government-wide solution for recruitment to replace the Public Service Resourcing System is linked to the federal government’s broader Human Resources and Pay transformation initiative, which introduces risks to feasibility and timeliness of implementing a replacement recruitment system. We are actively collaborating on this initiative while ensuring the current recruitment system is maintained and updated to meet user needs in the near future.
To mitigate the above 2 risks to the recruitment platform, a 4-year roadmap for prioritizing and delivering short-term, high-value enhancements and technical upgrades to the Public Service Resourcing System and the Student Recruitment System has been developed, while we explore the feasibility of the proposed solution in the medium to long term. We will leverage a digital adoption tool to improve the user experience by offering on-screen navigational support to job applicants and HR advisors in the Public Service Resourcing System.
With the introduction of a system that allows language testing (the online Candidate Assessment Tool), there is a risk around test security and the protection of personal information. This will be mitigated through the implementation of increased security controls, such as multi-factor authentication.
Planned resources to achieve results
Table 4: Planned resources to achieve results for Public Service Hiring and Non-Partisanship
| Resource | Planned |
|---|---|
| Spending | 77,173,567 |
| Full-time equivalents | 583 |
Complete financial and human resources information for the Public Service Commission’s program inventory is available on GC InfoBase.
Related government priorities
Gender-based analysis plus
As part of our 3 core programs, we aim to consistently apply an intersectional lens, supporting a constantly evolving workforce that reflects Canada’s diversity. We will ensure that potential differential impacts for the Canadian population, which may vary as a function of intersecting diversity characteristics, are systematically identified and meaningfully addressed. This will be supported through the collection of disaggregated data, research and analysis. This work will also align with the goals, objectives and indicators of the Gender Results Framework.
United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
Our planned activities under our public service hiring and non-partisanship core responsibility support Canada’s efforts to address the United Nations’ 2030 Agenda for Sustainable Development and its sustainable development goals. Our initiatives to reduce barriers for Canadians in accessing public service jobs and to ensure that federal public service hiring reflects Canada’s diversity will contribute to:
- achieving gender equality and empowering all women and girls (UN sustainable development goal 5)
- promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all (UN sustainable development goal 8)
- reducing inequality within and among countries (UN sustainable development goal 10)
- promoting peaceful and inclusive societies for sustainable development, providing access to justice for all, and building effective, accountable, and inclusive institutions at all levels (UN sustainable development goal 16)
More information on Public Service Commission’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our 2023 to 2027 Departmental Sustainable Development Strategy.
Innovation
We are innovating, both in terms of our internal services practices as well as our guidance and support to the Government of Canada as a whole.
We are committed to exploring and leveraging innovative initiatives that positively impact our core responsibility and increase efficiency in our operations. Below are some of those initiatives.
- Redesigning recruitment programs
- Our student programs aim to meet the diverse and evolving needs of federal departments and agencies, to enable the hiring of talented students who bring new perspectives, and to shape a workforce reflecting Canada’s diversity
- Students want an intuitive, quick application process with growth opportunities, while hiring managers require easier access to diverse skill sets and a streamlined hiring experience
- Innovation will focus on 4 areas for enhancement: user experience, program design, inclusiveness in recruitment and strategic, future-oriented talent acquisition
- Short-term enhancements will include changing the student recruitment system, expanding the Specific Named Referral Pilot and experimenting with career streams for students
- The Specific Name Referral pilot gives hiring managers the flexibility to request the referral of a specific student from the Federal Student Work Experience Program ongoing inventory, under specific criteria
- Implementing modern and operationally efficient second language evaluation
- We will enhance the Candidate Assessment Tool testing platform with new functionalities to improve process efficiency
- Piloting new technologies to enable effective and secure remote supervised testing
- Piloting complementary recruitment solutions
- We will pilot candidate management solutions to complement the recruitment platform, helping hiring managers search for and find the right candidates for jobs
- Experimenting with AI tools
- Using data science, forecasting, modelling, macrosimulation and business intelligence techniques to equip PSC employees with data insights to make evidence-based decisions that support the PSC’s mandate
- Piloting new technologies to help reduce administrative burdens and enhance efficiencies
- Piloting M365 AI Copilot and analyzing the return on investment to inform next steps and potential future investments
- Piloting a customer relationship management solution within the PSC to streamline processes, enhance communication with stakeholders and improve transparency
- Proof-of-concept results will be evaluated to inform future potential investments
- Implementing a results-based budgeting approach to better align resources with priorities and expected results, and pave the way for the review of the Departmental Results Framework
Program inventory
Public Service Hiring and Non-Partisanship is supported by the following programs:
- Program 1: Policy Direction and Support
- Program 2: Recruitment and Assessment Services
- Program 3: Oversight and Monitoring
Additional information related to the program inventory for Public Service Hiring and Non-Partisanship is available on the Results page on GC InfoBase.
Internal services
In this section
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- management and oversight services
- communications services
- legal services
- human resources management services
- financial management services
- information management services
- information technology services
- real property management services
- materiel management services
- acquisition management services
Plans to achieve results
This section presents details on how the PSC plans to achieve results and meet targets for internal services.
We are committed to fostering a culture of integrity, transparency and ethical leadership, in alignment with public service values and ethics. Activities include:
- promoting mandatory values and ethics courses for all managers and employees
- providing information sessions on non-partisanship
- engaging with employee networks on actions in support of the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service
- conducting a survey to measure awareness of the above principles in daily work
- reviewing the PSC’s Code of Conduct to ensure it reflects the evolving context and organizational environment while remaining rooted in its core values
- organizing regular PSC-wide discussions to promote an inclusive and ethical culture across all levels of the PSC
We will demonstrate leadership in the following areas:
- implementing a 3-year well-being strategy in collaboration with our Mental Health and Well-Being Champion and employee networks
- the strategy aims to improve employee engagement and foster resilience while building a better workplace for all employees and making the PSC an employer of choice
- delivering workshops on psychological safety to address results from the most recent Public Service Employee Survey and in-house surveys
- establishing a new Mental Health and Well-Being Ambassadors Network to foster a supportive and stigma-free environment, with awareness campaigns that promote empathy and acceptance within the workplace
In the Information Technology and Finance areas, we will:
- implement best practices and leverage the features of modern application platforms, such as the Microsoft 365 suite of applications, to enhance collaboration among employees in the context of the hybrid work model
- upgrade our departmental financial and materiel management system to a web-based version to provide employees with modern and efficient tools, and better reporting capabilities
To better measure and support achieving results, we will:
- implement a revised internal services allocation methodology to better align resources to program activities
- update our performance measurement framework in the upcoming review cycle to better align our efforts to expected results, and track, monitor and report on the expected results accordingly
Planned resources to achieve results
Table 5: Planned resources to achieve results for internal services this year
| Resource | Planned |
|---|---|
| Spending | 26,040,006 |
| Full-time equivalents | 237 |
Complete financial and human resources information for the Public Service Commission’s program inventory is available on GC InfoBase.
Planning for contracts awarded to Indigenous businesses
Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024-25.
In support of this goal:
- for our key contracting requirements (for informatics services, information technology and telecommunications), we will implement proactive procurement methods that consider qualified Indigenous suppliers
- delegated managers are briefed on the Indigenous procurement target and are encouraged to use strategies to procure goods and services from Indigenous suppliers
- the PSC sets aside informatics services opportunities valued above $100,000 for Indigenous businesses
- informatics services for the government must be obtained through specific arrangements, with one designated specifically for Indigenous businesses
- contracts for these services must go to pre-approved Indigenous vendors, who are easily accessible in the government’s vendor system
- the PSC will use an informed procurement strategy and available procurement instruments to achieve the required target
Table 6: Percentage of contracts planned and awarded to Indigenous businesses
| 5% Reporting Field | 2023-24 Actual Result | 2024-25 Forecasted Result | 2025-26 Planned Result |
|---|---|---|---|
| Total percentage of contracts with Indigenous businesses | 1.16 % | 5 % | 5 % |
Planned spending and human resources
This section provides an overview of Public Service Commission’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025-26 with actual spending from previous years.
Spending
This section presents an overview of the department’s planned expenditures from 2022-23 to 2027-28.
Budgetary performance summary
Table 7: Three-year spending summary for core responsibilities and internal services (dollars)
| Core responsibilities and internal services | 2022-2023 Actual expenditures | 2023-2024 Actual expenditures | 2024-2025 Forecast spending |
|---|---|---|---|
| Public Service Hiring and Non-Partisanship | 61,079,801.00 | 65,436,143.00 | 71,892,434 |
| Subtotal (s) | 61,079,801.00 | 65,436,143.00 | 71,892,434 |
| Internal services | 37,794,388.00 | 41,457,721.00 | 24,258,040 |
| Total(s) | 98,874,189.00 | 106,893,864.00 | 96,150,474 |
Analysis of past three years of spending
Spending increased from $98.9 million in 2022-23 to $106.9 million in 2023-24. The increase of $8 million was primarily due to the ratification of new collective agreements.
Forecasted spending of $96.2 million in 2024-25 is a decrease from actual spending of $106.9 million in 2023-24. The forecasted decrease of $10.7 million is primarily explained by an expected decrease in spending as a result of strategies put in place to support the Refocusing Government Spending initiative. In addition, compared to 2023-24, no significant retroactive payments associated with the ratification of collective agreements are expected in 2024-25. With a change in methodology of aligning and reporting resources on core responsibilities and internal services, the allocation of spending between them has been revised to better align spending and human resources to areas of program activities. Forecasted spending for the core responsibility and internal services for 2024-25 and planned spending for future years have been revised accordingly.
More financial information from previous years is available on the Finances section of GC Infobase.
Table 8: Planned three-year spending on core responsibilities and internal services (dollars)
| Core responsibilities and internal services | 2025-26 Planned Spending | 2026-27 Planned Spending | 2027-28 Planned Spending |
|---|---|---|---|
| Public Service Hiring and Non-Partisanship | 77,173,567 | 75,958,478 | 75,792,084 |
| Subtotal | 77,173,567 | 75,958,478 | 75,792,084 |
| Internal services | 26,040,006 | 25,630,010 | 25,573,865 |
| Total | 103,213,573 | 101,588,488 | 101,365,949 |
Analysis of the next three years of spending
Spending is expected to decrease from $103.2 million in 2025-26 to $101.6 million in 2026-27 and decrease to 101.4 million in 2027-28. The $1.6 million reduction between 2025–26 and 2026–27 is primarily attributable to the Refocusing Government Spending initiative and the sunsetting of temporary funding related to the Public Service Employment Act. The additional $0.2 million decrease in 2027–28 is mainly due to a lower amount estimated for the ratification of collective agreements.
More detailed financial information on planned spending is available on the Finances section of GC Infobase.
Funding
This section provides an overview of the department’s voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.
Graph 1 summarizes the department’s approved voted and statutory funding from 2022-23 to 2027-28.
Text description of graph 1
| Fiscal year | Total | Voted | Statutory |
|---|---|---|---|
| 2022-23 | 98,874,189 | 86,982,144 | 11,892,045 |
| 2023-24 | 106,893,864 | 93,209,332 | 13,684,532 |
| 2024-25 | 96,150,474 | 84,960,077 | 11,190,397 |
| 2025-26 | 103,213,573 | 89,426,691 | 13,786,882 |
| 2026-27 | 101,588,488 | 88,015,845 | 13,572,643 |
| 2027-28 | 101,365,949 | 87,822,757 | 13,543,192 |
Analysis of statutory and voted funding over a six-year period
Spending increased from $98.9 million in 2022–23 to $106.9 million in 2023–24. The increase of $8 million was primarily due to the ratification of new collective agreements.
Spending decreased from $106.9 million in 2023–24 to forecasted spending of $96.2 million in 2024–25. The forecasted decrease of $10.7 million is primarily explained by an expected decrease in spending as a result of strategies put in place to support the Refocusing Government Spending initiative. Additionally, unlike in 2023 to 2024, no significant retroactive payments associated with the ratification of collective agreements are expected in 2024 to 2025.
Funding is expected to decrease from $103.2 million in 2025-26 to $101.6 million in 2026-27 and in 2027-28. The decrease of $1.6 million s is mainly the result of the Refocusing Government Spending Initiative
For further information on the Public Service Commission’s departmental appropriations, consult the 2025-26 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the Public Service Commission’s operations for 2024-25 to 2025-26.
Table 9: Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)
| Financial information | 2024-25 Forecast results | 2025-26 Planned results | Difference (Planned results minus forecasted) |
|---|---|---|---|
| Total expenses | 128,893,479 | 142,085,530 | 13,192,051 |
| Total revenues | (8,871,209) | (14,260,242) | (5,389,033) |
| Net cost of operations before government funding and transfers | 120,022,270 | 127,825,288 | 7,803,018 |
Analysis of forecasted and planned results
Expenses
Total expenses for 2025 to 2026 are planned at $142.1 million, representing a $13.2 million increase from the previous year’s forecasted total expenses of $128.9 million.
Revenues:
Total revenues for 2025 to 2026 are planned at $14.3 million, representing a $5.4 million increase over the previous year’s total revenues of $8.9 million.
Significant variances:
Variance of $7.8 million between 2025 to 2026 and 2024 to 2025 is attributable to planning figures for 2025 to 2026. Planning figures for 2025 to 2026 are based on the overall authorities for the year, whereas the 2024 to 2025 figures are based on the projected spending against the available authorities.
A more detailed Future-Oriented Statement of Operations and associated Notes for 2025-26, including a reconciliation of the net cost of operations with the requested authorities, is available on the Public Service Commission’s website.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022-23 to 2027-28.
Table 10: Actual human resources for core responsibilities and internal services
| Core responsibilities and Internal Services | 2022-23 Actual full-time equivalents | 2023-24 Actual full-time equivalents | 2024-25 Forecasted full-time equivalents |
|---|---|---|---|
| Public Service Hiring and Non-Partisanship | 573 | 554 | 588 |
| Subtotal | 573 | 554 | 588 |
| Internal services | 294 | 299 | 239 |
| Total | 867 | 853 | 827 |
Analysis of human resources over the last three years
Full-time equivalents decreased from 867 in 2022-23, to 853 in 2023-24, and an anticipated decrease to 827 in 2024-25, as a result of the realignment and streamlining of operations. With a change in methodology of aligning and reporting resources on our core responsibility and internal services, the allocation of spending between them has been revised to better align spending and human resources to areas of Program activities. Forecasted human resources for the core responsibility and internal services for 2024-25 and planned human resources for future years have been revised accordingly.
Table 11: Human resources planning summary for core responsibilities and internal services
| Core responsibilities and Internal Services | 2025-26 Planned full-time equivalents | 2026-27 Planned full-time equivalents | 2027-28 Planned full-time equivalents |
|---|---|---|---|
| Public Service Hiring and Non-Partisanship | 583 | 574 | 574 |
| Subtotal | 583 | 574 | 574 |
| Internal services | 237 | 234 | 234 |
| Total | 820 | 808 | 808 |
Analysis of human resources for the next three years
Full-time equivalents are expected to decrease from 820 in 2025 to 2026, to 808 in 2026 to 2027, and remain at 808 in 2027 to 2028. The decrease of full-time equivalents is the result of realignment and streamlining of operations.
Corporate information
Departmental profile
Appropriate minister:
The Honourable Dominic LeBlanc, P.C., K.C., M.P.
Institutional head:
Marie-Chantal Girard, President
Ministerial portfolio:
The Public Service Commission of Canada is part of the Privy Council Office portfolio
Enabling instrument(s):
Public Service Employment Act (S.C. 2003, c.22. 12, 13)
Year of incorporation / commencement:
1908
Other:
Departmental contact information
Mailing address:
Public Service Commission of Canada
22 Eddy Street
Gatineau, Quebec K1A 0M7
Email:
Website(s):
Supplementary information tables
The following supplementary information tables are available on the Public Service Commission’s website:
Information on the Public Service Commission’s Departmental Sustainable Development Strategy (DSDS) can be found on the Public Service Commission’s website.
Federal tax expenditures
The Public Service Commission’s Departmental Plan does not include information on tax expenditures.
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.
This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Definitions
List of terms
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
- Departmental Plan (plan ministériel)
- A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.
- departmental result (résultat ministériel)
- A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative measure of progress on a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- Full-time equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full person year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
- gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
-
Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
Using GBA Plus involves taking a gender-and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.
- government priorities (priorités gouvernementales)
- For the purpose of the 2025-26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne.
- horizontal initiative (initiative horizontale)
- An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
- Indigenous business (entreprise autochtones)
- For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.
- non‑budgetary expenditures (dépenses non budgétaires)
- Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government’s financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.
- performance (rendement)
- What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative respecting expected results.
- plan (plan)
- The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
- planned spending (dépenses prévues)
-
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
- program (programme)
- Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
- result (résultat)
- A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.
- statutory expenditures (dépenses législatives)
- Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
- target (cible)
- A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
- voted expenditures (dépenses votées)
- Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.
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